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MG629 - Developing Leadership & Management Skill

MG629 - Developing Leadership & Management Skill

Module code and title:  

MG629 - Developing Leadership & Management Skill

Module leader:  

 

Assignment No. and type:  

Coursework 1: Report: 2,500word report analysing the role of leadership in organisational change.  

Assessment weighting:  

70%

Submission time and date:  

 

Target feedback time and date:   

3 weeks after submission deadline

Assignment task

The Purpose

This module will provide a comprehensive understanding of the intricacies of leadership in organisational change, equipping them with the necessary skills and knowledge to lead and manage change effectively in their professional lives. It will explore and analyse the critical role of leadership in navigating and managing significant organizational changes. By examining a real-world example of an organisation that has undergone substantial transformation, the assignment aims to illustrate how leadership strategies can effectively address resistance, engage stakeholders, and facilitate successful change implementation. This module will be assessed through a business report which will explore and analyse the critical role of leadership in navigating and managing significant organizational changes, through applying key models and theories.

Understanding the different roles of leadership and management is an important skillset for business school graduates to have in their toolkit, as one size does not fit all.  Knowing which style to use, where and when, is part of developing your junior executive capabilities.

The Context

In the contemporary business world, change is constant and inevitable. Organisations must adapt to shifts in the market, technological advancements, mergers and acquisitions, and evolving cultural dynamics to maintain their competitive edge. As a management student, you are expected to understand that leaders play a crucial role in steering these transformations, requiring a blend of theoretical knowledge and practical skills to manage change effectively. Therefore, it is essential for you to develop effective leadership skills to guide transitions, manage resistance, and ensure stakeholder engagement. 

You will Identify an organisation that has undergone significant change (e.g., restructuring, merger, closure, redundancy, liquidation, or cultural transformation).

Case Study

In recent past in the UK the acquisition of Reynolds American by British American Tobacco was a landmark deal in the tobacco industry, providing strategic advantages to BAT and reshaping the market dynamics. The long-term success of this acquisition would hinge on effective integration, innovation in next-generation products, and adaptive strategies to regulatory changes. 

The Task

Using the case study above, write a 2,500-word report to Analyse the role of leadership in managing this change, including strategies used to overcome resistance and engage stakeholders.

This 2,500-word (+/-10%) report should have a front cover with a clear title, your student ID number and word count, an executive summary of no more than 250 words; a contents page; and a maximum of 4 pages of appendices are allowable.  Note, the words used in these pages are not included in the word count. All words appearing in tables, charts and diagrams are also not included in the word count.  There should be a minimum of 15 references from reputable sources and referenced using the Harvard system used to support your analysis.   

Key independent learning activities, employability skills and stretch activities:

  • Comprehend different leadership styles and the difference between leadership and management using theory and models appropriate to the task.
  • Analyse real-world cases of organisational change to understand the role of leadership in different contexts
  • Demonstration of research and analytical skills
  • Engage with scholarly articles, books, and industry reports on leadership theories, change management, and stakeholder engagement.
  • Develop the ability to lead and manage teams through complex organisational changes
  • Improve verbal and written communication skills to effectively convey information and engage stakeholders
  • Strengthen critical thinking skills to analyse situations, evaluate options, and make informed decisions
  • Apply analytical techniques to assess the impact of change initiatives
  • Conduct research using, but not limited to field observation, archival research, e-research to develop deeper insight into organisation that has undergone significant change (e.g., restructuring, merger, or cultural transformation).
  • Demonstrate junior executive level professionalism knowledge, skills and behaviours in your analysis.    
  • Write a professional management report to analyse your findings. 

If you are registered with the Disability and Inclusion Services or have a disability, please contact your module leader to discuss how your reasonable adjustments will be applied to this assignment.

This assignment has been designed to provide you with an opportunity to demonstrate your achievement of the following module learning outcomes:  

LO 1: Understand and critically evaluate contemporary theories and models of management and leadership.  

LO 3: Analyse the significance and impact of leadership performance in relation to overall business performance.  

Practicalities: Referencing, presenting and submitting your work  

Please see your programme handbook for information on the standard referencing style, presentational requirements and process for submitting your work.  

Confidentiality You are expected to take responsibility for maintaining and managing confidentiality issues in your work. You should maintain and respect confidentiality in relation to the protection of personal, technical and/or commercial information of a sensitive nature in your assessed work, whatever the format.   

For further information and guidance, please see the relevant section in your programme handbook.   

Academic integrity   

Academic integrity means taking responsibility for your own work.   

When you submit an assignment, you are making a declaration that it is your own work and that you have acknowledged the contribution of others and their ideas in its development (for example, by referencing them appropriately).   

For further information and guidance, please see the University website:

https://www.bnu.ac.uk/currentstudents/registry-helpdesk-and-academic-advice/academic-integrity-andmisconduct   

 

  

0-34 (F) –  Fail Not successful  

35-39 E –  

Marginal fail  Below required standard  

40-49 (D)  Pass  

Satisfactory  

50-59 (C)  Pass  

Good

60-69 (B)  Pass  

Very Good

70-79 (A)  Pass  

Excellent  

80-100 (A+)  Pass  

Outstanding  

 Criterion 1         

  

Knowledge and understanding 25% (Key indicators for

Knowledge and understanding)       

  • Depth of knowledge and understanding
  • Engagement with subject specific theories, paradigms, concepts, and principles
  • Background investigation, analysis, research, enquiry and/or study.

  

The work demonstrates a limited and/or

substantially

inaccurate or no understanding of key aspects of the subject, with few if any examples of coherent and detailed knowledge, which is unlikely to be at, or informed by, the forefront of defined aspects of the discipline e.g., recent research, latest techniques.  

The work does not: Show awareness of the subject matter of

leadership,

  management,           firm

performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, nor any awareness of the case study and actors involved.  

The work demonstrates  

insufficient understanding of key aspects of the subject, including some coherent and detailed knowledge, little of which is at, or informed by, the forefront of defined aspects of the discipline e.g., recent research, latest techniques.  

The work does not:

Show              enough understanding               and awareness of the subject               matter               of leadership,

management,               firm performance, performance

metrics,             fiduciary duty, ethics, investor relations               and

stakeholder analysis,               nor               any awareness of the case            study               and actors involved.  

The work demonstrates a basic yet systematic understanding of key aspects of the subject, including some coherent and detailed knowledge, at least some of which is at, or informed by, the forefront of defined aspects of the discipline e.g., recent research, latest techniques.  

The work: Shows

enough

understanding and awareness of the subject matter of leadership,

management,               firm performance, performance metrics, fiduciary duty, ethics, investor               relations and            stakeholder analysis, with some awareness               of               the case               study               and actors involved.  

The work demonstrates a sound breadth and depth of systematic understanding of key aspects of the subject, including some coherent and detailed knowledge, some of which is at, or informed by, the forefront of defined aspects of the discipline e.g., recent research, latest techniques.

The work: Shows good understanding and awareness of the subject matter of

leadership,

  management,           firm

performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, and good awareness of the case study and actors involved.  

The work demonstrates a sophisticated and critical systematic understanding of key aspects of the subject, including coherent and detailed knowledge, much of which is at, or informed by, the forefront of defined aspects of the discipline e.g., recent research, latest techniques.

The work: Shows very good    understanding and awareness of the subject matter      of

leadership,

management,       firm performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, and       very         good awareness           of               the case study and actors involved.  

The work demonstrates a highly accomplished systematic understanding of key aspects of the subject beyond what has been taught, including coherent and detailed knowledge, most of which is at, or informed by, the forefront of defined aspects of the discipline e.g., recent research, latest techniques.

  The    work: Shows

excellent

understanding and awareness of the subject matter of

leadership,

management,               firm performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, and               excellent awareness               of               the case study and actors involved.  

The work demonstrates  

an exceptional systematic understanding of key aspects of the subject, including coherent and detailed knowledge well  beyond what has been taught, all of which is at, or informed by, the forefront of defined aspects of the discipline e.g., recent research, latest techniques.  

  

The work:  

Shows exceptional understanding and awareness of the subject matter of

leadership,

management,               firm performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, and           outstanding awareness               of               the case study and actors involved.  

 Criterion 2   

  

Analysis and criticality  

25% (Key

indicators for

analysis and

criticality) 

  • Logic and         argument  • Use and

  

range of independently selected

sources 

  • Analysis and         synthesis  • Organisation

and communication of ideas and evidence

  

The work demonstrates a limited or no ability to work independently and deploy relevant

techniques of analysis  and enquiry accurately;   

  

The work shows insufficient knowledge  of the subject areas; leadership,

  management,   firm

performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, with which to formulate a coherent and logical argument.    

  

The range, age and validity of secondary  research sources & literature is inappropriate.  

  

Analysis of the case study and synthesis of relevant academic theory is absent.  

  

The communication and organisation of the work lacks flow and coherency.     

  

   

  

The work demonstrates  

an insufficient ability to work independently, deploying accurately established techniques of analysis and enquiry within the discipline;  

  

The work shows limited knowledge of the subject areas;

leadership,

  management,      firm

performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, with which to formulate a coherent and logical argument.    

  

The range, age and validity               of secondary research sources & literature is               mostly inappropriate.  

  

Analysis of the case study and synthesis of relevant academic theory is absent.  

  

The         communication and organisation of the work is weak and lacks               flow               and coherency.     

  

The work demonstrates  

a sufficient ability to work     independently, deploying accurately established techniques of analysis and enquiry within the

discipline;   

  

  The     work shows

satisfactory

knowledge of the subject areas;

leadership,

management,              firm performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, with              which      to formulate a coherent and logical argument.    

  

The range, age and validity of secondary research sources & literature is satisfactory.  

  

Analysis of the case study and synthesis of relevant academic theory is satisfactory but lacks depth and breadth.  

  

The communication and organisation of the work is satisfactory

The work demonstrates a sound ability to work independently, deploying accurately established techniques of analysis and enquiry within the discipline;  

  

The work shows good knowledge of the subject areas;

leadership,

management,              firm performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, with              which              to formulate a coherent and logical argument.    

  

The range, age and validity              of secondary research sources & literature is good.  

  

Analysis of the case study and synthesis of relevant academic theory is good.  

  

The communication and organisation of the work is good, with the flow and coherency of the argument clear to the reader.       

  

The work demonstrates

a sophisticated ability to work independently, deploying accurately established techniques of analysis and enquiry within the discipline.  

  

The work shows very good knowledge of the  

  subject    areas;

leadership,

management,               firm performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, with               which               to formulate a coherent and logical argument.    

  

The range, age and validity of secondary research sources & literature is very good.  The use of wider and less obvious sources enhances the work.  

  

Analysis of the case study and synthesis of relevant academic theory is very good, with excellent integration within the argument and evidence used.  

  

The work demonstrates a highly accomplished  

  ability       to    work

independently, deploying accurately established

techniques of analysis and enquiry  within the discipline;   

  

The work shows excellent knowledge of the subject areas; leadership,

management,              firm performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder analysis, with              which              to formulate a strong, coherent and logical argument.    

  

The range, age and validity of secondary research sources & literature is excellent.  The use of wider and less obvious sources enhances the work and demonstrates originality in their thinking and work.  

  

Analysis of the case study and synthesis of relevant academic theory is excellent, with excellent

The work demonstrates a highly accomplished  

  ability       to    work

independently, deploying accurately established

techniques of analysis and enquiry  within the discipline;   

  

The work shows outstanding knowledge of the subject areas; leadership,

  management,           firm

performance, performance metrics, fiduciary duty, ethics, investor relations and stakeholder            analysis, with which to formulate an    exceptionally strong, coherent and logical argument.    

  

The range, age and validity of secondary research sources & literature is outstanding. The use of wider and less obvious sources enhances the work and demonstrates originality in their thinking and work.  

  

Analysis of the case study and synthesis of relevant academic theory is outstanding, with exceptional

 

 

   

  

  

  

   

and struggles for flow and coherency.     

  

  

    

The communication and organisation of the work is very good, with the flow and

coherency  

integration within the argument and evidence used.  

  

integration within the argument and evidence used.  

 

  

0-34 (F) –  Fail  

Not successful  

35-39 E –  Marginal fail  

Below required standard  

40-49 (D)  Pass  

Satisfactory  

50-59 (C)  Pass  

Good  

60-69 (B)  Pass  

Very Good  

70-79 (A)  Pass  

Excellent  

80-100 (A+)  Pass  

Outstanding  

 

 

 

 

 

of the argument clear to the reader.       

  

  

  

The communication and organisation of the work is excellent, with the flow and coherency of the argument clear to the reader and presents original conceptual thinking.  

  

The communication and organisation of the work is outstanding, with the flow and coherency of the argument clear to the reader and presents original conceptual thinking.  

🌱 A Fresh Take on MG629 – Developing Leadership & Management Skill Assignment

The MG629 Developing Leadership & Management Skill Assignment isn’t your typical academic paper where you just throw in a few theories and call it a day. It`s a personal challenge – a space where you`re asked to dig into who you are now, who you want to become as a leader or manager, and what steps will take you there.

Let’s break it down in a new light, so you can craft an assignment that’s not only original but truly yours.

🎯 What Makes This Assignment Different?

This isn’t about memorising textbooks. It’s about showing growth.

Think of MG629 as your development diary, where:

  • You explore how you`ve handled people, pressure, priorities.

  • You connect your lived experiences with academic thinking.

  • You show how you`ll evolve with purpose and intention.

This assignment is action-focused. It cares less about what you know and more about what you do with what you know.

💬 The Most Honest Question MG629 Asks:

“What kind of leader are you becoming?”

To answer this, you’ll need to look beyond just theory and instead reflect on:

  • When did you have to step up?

  • When did you fall short – and what did you learn?

  • How do you work with others who think differently from you?

  • What are your natural strengths and where do you struggle?

MG629 encourages students to be real. This is one of those rare academic tasks where authenticity is rewarded.

🔄 Flip the Script: Use Experience First, Theory Second

Most students start with theory and then try to make it fit a situation. Try doing it the other way round:

  1. Pick a real moment – e.g., you led a small event, managed group dynamics, or dealt with conflict at work.

  2. Ask, “What was going on under the surface?”

  3. Then bring in theory to help make sense of it.

This keeps your writing natural, reflective, and grounded in your own voice.

✍️ A Structure That Feels Like Storytelling

Forget the rigid format for a minute. Think of your assignment as a story with a purpose:

  1. Introduction – What is leadership to you right now? Be honest. This isn’t a dictionary definition – it’s personal.

  2. Experience Reflection – Describe a moment that challenged your leadership or management skills.

  3. Analysis – What really happened? What emotional, practical, or interpersonal dynamics were at play?

  4. Theory Application – Now bring in 1–2 models that help explain or reframe what happened.

  5. Action Plan – Based on that moment, what are your top 2–3 goals to grow? How will you track progress?

  6. Conclusion – Reflect on how your thinking has shifted. Where are you headed?

🚀 Something You Won’t Find in a Textbook

Here are some unconventional ideas you might explore to stand out:

  • “Silent leadership” – times when not speaking was actually the smartest leadership move.

  • Cultural humility – learning from people who lead differently than you do.

  • Peer-led leadership – moments when a team led itself without a formal boss.

  • Failure as fuel – using mistakes as a tool for transformation, not shame.

Assignments that dare to explore grey areas often earn higher marks – they show emotional intelligence and maturity.

✅ How to Keep It Original and Yours

  • Use your own voice. If something sounds like you wouldn’t say it in real life, rephrase it.

  • Avoid copying leadership definitions – instead, explain what they mean in your own context.

  • If using quotes or theory, paraphrase properly and reference in Harvard style.

  • Add specific examples only you could write about.

🌟 Final Words of Wisdom

This assignment isn’t just about ticking boxes. It’s about understanding how you show up in the world and how you’ll lead with purpose.

When you write with honesty, reflect with curiosity, and plan with intention, the result will be unique, insightful, and completely plagiarism-free – because it’s genuinely your own story of growth.

100% Plagiarism Free & Custom Written,
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Sample Answer

Example introduction (around 220 words)

In today’s business environment, organisational change is constant and often complex. Companies must respond to shifts in markets, technology, regulation and culture if they want to remain competitive. This module focuses on the relationship between leadership and organisational change, and aims to equip future junior executives with the skills and knowledge needed to guide people through major transitions. It recognises that one leadership style is not suitable for every situation. Instead, effective leaders must understand when and how to adapt their approach, and how to work alongside managers who are responsible for planning and controlling day-to-day operations.

The purpose of this report is to analyse the role of leadership in a real organisational change: the acquisition of Reynolds American by British American Tobacco (BAT). This was a landmark deal in the tobacco industry that reshaped market dynamics and created significant integration challenges. The report will examine how leadership strategies can help to overcome resistance to change, engage stakeholders and support the successful implementation of the new organisational structure. It will draw on relevant leadership and change management theories and models, and support the analysis with evidence from reputable academic and industry sources. The report will also demonstrate key skills expected at junior executive level, including critical thinking, research and professional written communication.

Example context paragraph (around 130 words)

Organisational change is now a normal part of business life rather than an occasional event. Global competition, rapid advances in digital technology, mergers and acquisitions, and changing cultural expectations all place pressure on organisations to adapt. In this context, the ability to lead change is an essential skill for business school graduates. Managers may focus on processes, budgets and structures, but leaders must set direction, explain the reasons for change and support people through uncertainty. They also need to understand how different stakeholders, such as employees, shareholders, regulators and customers, may experience the change and respond to it. Developing these abilities involves combining theoretical knowledge of leadership and change models with practical skills in communication, analysis and decision-making.

Example case overview paragraph (around 160 words)

The acquisition of Reynolds American by British American Tobacco is a useful example of large-scale organisational change. Both companies were major players in the global tobacco industry, and the deal created one of the world’s largest tobacco groups. The acquisition offered BAT several strategic advantages, including a stronger position in the United States market, increased economies of scale and improved capacity to invest in next-generation products such as vapour and heated tobacco. However, the transaction also generated significant change challenges. Leaders had to integrate corporate structures and systems, make decisions about overlapping roles and potential redundancies, and align different organisational cultures. They also had to respond to strict regulatory frameworks and ongoing public health debates about tobacco products. This report will focus on how leadership approaches influenced the way these challenges were managed and how stakeholders were engaged throughout the integration process.

In MG629, you’re asked to write a 2,500-word business report where you analyse how leadership handled a major organisational change, not just describe what happened. You need to explain the change context, apply recognised leadership and change theories, evaluate what worked and what didn’t, and suggest realistic improvements for the future

Most briefs now give you a specific case (for example, the British American Tobacco–Reynolds American acquisition) and expect you to base your report on that organisation so everyone works from the same scenario. If your brief names a case study, stick to it unless your tutor has clearly said you can choose a different company that has gone through a big change like a merger, restructuring or major cultural shift.

You don’t need to throw in every theory from the textbook. For MG629, using around two or three strong leadership models (for example, transformational, situational or path–goal) plus one or two change frameworks (such as Lewin or Kotter) is usually enough, as long as you apply them properly to the case and compare how well they explain what the leaders actually did during the change.

Treat it like a professional business report, not a diary. A clear structure is: executive summary, short introduction, background to the organisation and the change, main analysis section where you link leadership and change theories to real decisions and behaviours, a section with your evaluation and recommendations, and a brief conclusion. Make sure your headings match what the brief is asking for and keep checking the word count so you stay close to 2,500 words.

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