.

Explanation:

(A) Difference Between Mentoring and Coaching (10 Points)

Both mentoring and coaching are essential for employee development, but they serve different

purposes. Below is a structured comparison:

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Key Takeaways:

Mentoring is long-term, relationship-driven, and focused on personal/career development.

Coaching is short-term, performance-driven, and focused on specific skill enhancement.

(B) Other Activities Completed by a Manager (10 Points)

Apart from mentoring and coaching, managers in procurement and supply chain roles perform

several key functions, including:

Strategic Planning and Decision-Making (2 Points)

Managers align procurement strategies with business goals, ensuring cost savings, risk management,

and supplier selection.

Example: Deciding whether to source locally or internationally based on cost, lead time, and risk

factors.

Performance Management & Employee Development (2 Points)

Managers conduct performance reviews, set KPIs, and ensure employees meet procurement

objectives.

Example: Monitoring contract compliance and assessing supplier delivery performance.

Supplier and Stakeholder Relationship Management (2 Points)

Managers negotiate contracts, build relationships with suppliers, and collaborate with internal

stakeholders.

Example: Engaging in supplier development programs to improve quality and efficiency.

Problem-Solving and Conflict Resolution (2 Points)

Managers handle supplier disputes, contract issues, and logistical challenges in procurement

operations.

Example: Managing disputes with suppliers over late deliveries or non-compliance.

Compliance and Ethical Procurement Practices (2 Points)

Managers ensure adherence to procurement regulations, ethical sourcing policies, and sustainability

goals.

Example: Implementing an anti-bribery and corruption policy in procurement operations.

(C) Skills Required for These Activities (5 Points)

To successfully carry out these responsibilities, a manager needs the following key skills:

Leadership & People Management (1 Point)

Ability to motivate, mentor, and coach employees while fostering a productive work environment.

Negotiation & Communication (1 Point)

Strong skills to negotiate contracts, resolve supplier disputes, and manage stakeholder expectations.

Strategic Thinking & Decision-Making (1 Point)

Capability to analyze procurement data and make informed strategic decisions to reduce costs and

risks.

Problem-Solving & Conflict Resolution (1 Point)

Skill in addressing supply chain disruptions, supplier conflicts, and operational inefficiencies.

Ethical and Compliance Knowledge (1 Point)

Understanding of procurement laws, ethical sourcing, and corporate governance.

.

Explanation:

Introduction

Leadership effectiveness depends on how well a leader adapts to changing situations, team

capabilities, and organizational needs. Situational Leadership, developed by Paul Hersey and Ken

Blanchard, is a flexible leadership model that suggests no single leadership style is best in all

situations. Instead, leaders must adapt their approach based on the maturity, competence, and

motivation of their team members.

In the context of supply chain management, where conditions are constantly evolving due to market

dynamics, supplier relationships, technological changes, and risk factors, situational leadership is a

highly relevant approach.

1. What is Situational Leadership? (5 Points)

Definition

Situational Leadership is a contingency-based leadership model that suggests leaders should adjust

their leadership style based on the specific situation and the readiness level of their team members.

Key Concept: Leadership Styles Based on Team Readiness

The Situational Leadership Model identifies four leadership styles, which are determined by a

combination of directive (task-oriented) and supportive (relationship-oriented) behaviors:

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Why Situational Leadership is Important?

Encourages flexibility in leadership.

Helps develop employees’ skills and confidence.

Ensures effective leadership in changing environments like supply chain management.

2. How Situational Leadership Applies to Supply Chain Management (20 Points)

Supply Chain Management Overview

Supply chain management (SCM) involves planning, procurement, logistics, inventory management,

risk assessment, and supplier relationships. Given the fast-changing nature of supply chains,

managers must adapt their leadership style based on team capabilities, supplier maturity, and

operational challenges.

Situational Leadership Applied to Supply Chain Functions

1. Telling (S1) – Directive Leadership for New or Inexperienced Teams

🔹Application in Supply Chain:

Best for new supply chain employees who need strict guidance on procurement, contract

management, and compliance.

Works well in structured environments, such as warehouse management and logistics operations,

where standard operating procedures (SOPs) must be followed.

🔹Example:

A newly hired procurement officer struggling with contract negotiation may need step-by-step

instructions from a senior manager to ensure compliance with procurement regulations.

2. Selling (S2) – Coaching Approach for Semi-Skilled Supply Chain Teams

🔹Application in Supply Chain:

Used when employees have some knowledge but need motivation and guidance.

Effective in supplier relationship management, where procurement staff need training on

negotiation techniques and ethical sourcing.

Helps employees understand the bigger picture and improve decision-making skills.

🔹Example:

A procurement team transitioning to a digital procurement system may need training,

encouragement, and strategic direction to adopt new technologies.

3. Participating (S3) – Collaboration in Strategic Supply Chain Decisions

🔹Application in Supply Chain:

Works best for experienced supply chain professionals who need empowerment and involvement in

decision-making.

Encourages team input on strategic decisions, such as risk management, cost optimization, and

sustainability initiatives.

Best for cross-functional collaboration, where procurement, logistics, and finance teams work

together.

🔹Example:

A supply chain manager engaging with senior procurement professionals to co-develop a supplier

diversification strategy to reduce dependency on a single supplier.

4. Delegating (S4) – Empowering High-Performing Supply Chain Teams

🔹Application in Supply Chain:

Best for highly experienced and autonomous supply chain professionals who require minimal

supervision.

Used in global supply chain operations, where regional managers handle logistics, procurement, and

supplier engagement independently.

Encourages innovation, allowing supply chain teams to optimize processes using AI, automation, and

data analytics.

🔹Example:

A senior procurement manager overseeing global supplier contracts operates with full autonomy and

implements a digital supplier performance dashboard without needing daily oversight.

3. Advantages and Challenges of Situational Leadership in SCM

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Conclusion

Situational leadership is a highly effective approach for supply chain management, where dynamic

conditions require flexible leadership styles. By adjusting leadership approaches based on team

competency, motivation, and operational needs, supply chain leaders can optimize procurement,

logistics, and supplier relationship management.

The most effective supply chain leaders use all four styles, applying:

Telling (S1) for new procurement staff,

Selling (S2) for skill-building in supplier management,

Participating (S3) for strategic decision-making, and

Delegating (S4) for experienced global supply chain teams.

By mastering situational leadership, procurement and supply chain managers can increase efficiency,

reduce risks, and improve supplier partnerships, ultimately enhancing organizational success.

.

Explanation:

Overall explanation

Below you will find how you can plan and draft the essay. Remember this is an example of one way

you could approach the question. At Level 6 the questions are much more open so your response

may be completely different and that's okay.

Essay Plan

Introduction – what is control?

1) Direct control – issuing orders, direct supervision, can lead to resentment

2) Bureaucracy – clear definitions, standardisation and processes

3) Influencing – bring a person’s values in line with the values of the organisation

4) Social / Cultural – encourage people to conform by changing the norms of the organisation

5) KPIs – individuals are evaluated to set standards

Conclusion – leader should use a variety of methods

Example Essay

Control in leadership refers to the processes, strategies, and mechanisms that leaders use to

regulate, guide, and manage the activities and behaviours of individuals or groups within an

organization. Effective control helps leaders ensure that the organization operates efficiently,

achieves its goals, and adheres to its values and standards. This essay will discuss a variety of

methods that a leader can use to exercise control.

1) Direct Control:

Direct control is a leadership method where leaders issue explicit orders and closely supervise tasks,

often making decisions without significant input from others. For example in a manufacturing

company, a supervisor instructs workers on the assembly line to follow a specific sequence of tasks

and closely monitors their work to ensure compliance. The advantage to this method is that tasks are

executed as instructed, resulting in predictable outcomes and that expectations and roles are well-

defined, which reduces ambiguity. However this method of control can lead to resentment,

decreased motivation, and a lack of autonomy among team members. Team members may be less

inclined to propose innovative solutions or take initiative when micromanaged.

2) Bureaucracy:

Bureaucracy is a method of control characterized by clear definitions, standardized processes, and

established rules and procedures within an organization. Government agencies often operate within

a bureaucratic framework, where specific rules and regulations guide decision-making and

operations. The advantage of this form of control is that it ensures decisions and actions align with

established rules and procedures. It also promotes equal treatment of individuals within the

organization. The disadvantage is that Bureaucratic structures may struggle to adapt to changing

circumstances and hinder organizational agility. Moreover, excessive bureaucracy can lead to

administrative burdens and create barriers to efficient decision-making.

3) Influencing:

Influencing is a control method focused on aligning an individual's values, beliefs, and behaviours

with those of the organization. It encourages voluntary compliance. An example of this is a manager

motivating their team to meet sales targets by emphasizing the benefits of achieving those goals for

both the company and individual team members. This form of control can be highly effective as it

encourages voluntary compliance; team members willingly align their values and behaviours with

the organization's goals and it fosters a shared sense of purpose and commitment among employees.

However it has many limitations; it is time consuming, requires effort to build trust and rapport, is

dependant upon the personality, skill and likeability of the leader and it is not an effective form of

control in situations where immediate compliance is crucial.

4) Social/Cultural Control:

Social/cultural control involves shaping an organization's culture and norms to encourage individuals

to conform to desired behaviours and values. For example an organization promotes a culture of

innovation and creativity, encouraging employees to share ideas and experiment with new

approaches. They may do this by allowing staff members designated time to work on creative

projects. Another example is cultivating a culture of inclusivity and diversity by celebrating festivals

and traditions from other countries. The advantage of this form of control is that it creates lasting

commitment to desired behaviours and values; of all the types of control mentioned in this essay,

this form of control has the longest lasting effect. However changing an existing culture can be

challenging and may face resistance from employees accustomed to the status quo. Shaping culture

is a long-term endeavour that requires ongoing effort but a positive culture brings many benefits

including enhances employee engagement, motivation, and satisfaction.

5) Key Performance Indicators (KPIs):

KPIs are metrics and performance indicators used to evaluate the performance of individuals, teams,

or the organization as a whole. For example an e-commerce company sets KPIs for customer

satisfaction, measuring it through surveys and feedback ratings. This form of control provides clear

targets, ensuring individuals and teams understand expectations. It also allows for data-driven

decision making. Leaders can make informed decisions based on performance data, for example on

whether a supplier is performing sufficiently to renew the contract with them. The disadvantage to

using KPIs as a form of control is that overemphasizing KPIs may lead to a narrow focus on metrics at

the expense of broader organizational goals and values. People may also prioritize meeting KPIs over

the quality or integrity of their work.

In conclusion, effective leadership requires a nuanced approach to control. Leaders should recognize

that different situations and individuals may require varying degrees and types of control. Relying

solely on one method, such as direct control or bureaucracy, can limit the organization's adaptability

and hinder employee engagement. Instead, a balanced approach that incorporates influencing,

cultural shaping, and the use of KPIs can promote a healthy balance between control and autonomy,

leading to a more effective and motivated workforce. Ultimately, leaders should use a combination

of these control methods to achieve their organizational goals while maintaining a positive and

engaged work environment.

Tutor Notes

- I’ve purposed made this question very vague, because sometimes CIPS do make vague questions.

Things you should think about when approaching this question are: exercise control over what?

(processes?) or over who? (staff?) why do you need control? (is something bad happening?). Because

it’s so open, you will need to bring in your own examples into this type of essay. Everyone's essays

will look very different for this question.

- Other forms of control mentioned in the study guide include: Self-control – no direct intervention;

Trust-control – where trust is high, control reduces (Handy 1993) and Motivation - see the table on p.

189

.

Explanation:

Evaluation of Autocratic and Affiliative Leadership Approaches (25 Points)

Leadership approaches vary based on organizational needs, culture, and objectives. Below is an in-

depth evaluation of Autocratic Leadership and Affiliative Leadership, focusing on their

characteristics, advantages, disadvantages, and suitability in procurement and supply chain

management.

1. Autocratic Leadership (12.5 Points)

Definition and Characteristics

Autocratic leadership is a command-and-control approach where decision-making is centralized, and

the leader exerts full authority over subordinates. Employees have little to no input in decisions.

Key Features:

The leader makes all critical decisions without consulting the team.

Strict top-down communication is followed.

Highly structured and rule-based management.

Focus on efficiency, discipline, and control.

Suitable for crisis management, military organizations, and high-risk industries.

Advantages of Autocratic Leadership

✅ Quick Decision-Making:

Since decisions are made by one leader, the process is fast and efficient, especially in time-sensitive

situations such as supply chain disruptions.

✅ Clear Chain of Command:

Employees have a clear understanding of who is in charge, reducing confusion and ensuring a

structured workflow.

✅ Improved Accountability:

With strict supervision, employees remain focused on their tasks, leading to higher productivity.

✅ Effective in Crisis Situations:

In procurement, during a supply chain disruption (e.g., a supplier bankruptcy), a leader must make

immediate decisions to secure alternative suppliers.

Disadvantages of Autocratic Leadership

❌ Lack of Employee Engagement & Motivation:

Since employees have no voice in decision-making, they may feel undervalued, leading to low

morale and high turnover.

❌ Reduced Innovation & Creativity:

Employees are not encouraged to share new ideas or problem-solving approaches, which can limit

procurement process improvements.

❌ Potential for Micromanagement:

Autocratic leaders tend to oversee every detail, leading to inefficiency and lack of trust in the team.

Suitability in Procurement & Supply Chain

✅ Best suited for highly regulated industries (e.g., government procurement, defense supply

chains).

✅ Effective in emergency situations (e.g., supplier failure, legal compliance issues).

❌ Not ideal for collaborative procurement environments where supplier relationships and

teamwork are crucial.

2. Affiliative Leadership (12.5 Points)

Definition and Characteristics

Affiliative leadership is a people-first leadership style that prioritizes employee well-being,

relationships, and harmony within teams.

Key Features:

Focus on empathy and emotional intelligence.

The leader builds strong team bonds and fosters a positive workplace culture.

Employees are encouraged to collaborate and voice their opinions.

Suitable for organizations undergoing change, stress, or morale issues.

Advantages of Affiliative Leadership

✅ Boosts Employee Morale and Motivation:

Employees feel valued and supported, leading to higher job satisfaction and retention.

✅ Encourages Collaboration and Innovation:

Unlike autocratic leadership, an affiliative leader welcomes team input, encouraging creative

solutions in procurement strategies.

✅ Strengthens Supplier Relationships:

In procurement, affiliative leadership improves negotiations and long-term supplier partnerships

through trust and open communication.

✅ Effective During Organizational Change:

This approach helps teams adapt to new procurement strategies, digital transformations, or policy

changes smoothly.

Disadvantages of Affiliative Leadership

❌ Lack of Firm Decision-Making:

Leaders may avoid conflict or tough decisions to maintain team harmony, leading to slow decision-

making.

❌ Risk of Lower Performance Expectations:

Overemphasizing relationships may reduce accountability, leading to underperformance in

procurement teams.

❌ Not Suitable for Crisis Management:

In urgent procurement situations (e.g., contract disputes, legal violations), an affiliative leader may

struggle to enforce discipline.

Suitability in Procurement & Supply Chain

✅ Best for relationship-driven roles (e.g., supplier relationship management, collaborative

procurement).

✅ Effective in team-building and change management (e.g., transitioning to digital procurement

systems).

❌ Not ideal for high-risk decision-making environments (e.g., crisis procurement, compliance

enforcement).

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Which Leadership Style is Best for Procurement?

For short-term crises, regulatory compliance, or high-risk procurement → Autocratic Leadership is

better.

For long-term supplier management, teamwork, and innovation → Affiliative Leadership is more

effective.

A balanced approach (situational leadership) that combines elements of both styles is often the most

effective strategy in procurement.

This evaluation provides a structured, detailed comparison that aligns with CIPS L6M1 exam

expectations.

.

Explanation:

Mark’s Role and Influence in a Cross-Functional Procurement Team

As Head of IT at Squirrel Incorporated, Mark has been asked to join a cross-functional team to

evaluate and procure a new IT system. This team includes representatives from procurement and

finance, meaning each member will have a distinct perspective. Given Mark’s technical expertise, he

can play multiple roles in the decision-making process. This essay explores key roles Mark could play

and how he can influence the outcome of decisions.

Roles Mark Could Play in the Team

1. Technical Expert

Since the procurement involves an IT system, Mark’s primary role is to provide technical expertise on

system requirements, compatibility, and security.

Responsibilities:

Define the technical specifications for the new system.

Ensure the system is compatible with existing infrastructure.

Evaluate vendors’ technical capabilities and cybersecurity compliance.

Influence on Outcome:

✔ Ensures only technically viable solutions are considered.

✔ Prevents the company from investing in obsolete or incompatible technology.

2. Liaison Between IT and Other Departments

Since procurement and finance teams may not have deep technical knowledge, Mark can act as a

translator, ensuring IT needs are understood and integrated into procurement decisions.

Responsibilities:

Explain technical jargon in business-friendly terms.

Align IT system selection with business objectives.

Address concerns from finance (budget) and procurement (supplier contracts).

Influence on Outcome:

✔ Ensures the new system meets business and IT needs.

✔ Helps non-technical team members make informed decisions.

3. Risk Assessor

IT systems carry risks related to cybersecurity, compliance, and implementation challenges. Mark can

lead in risk assessment and mitigation.

Responsibilities:

Identify potential security vulnerabilities.

Ensure compliance with data protection laws (e.g., GDPR, CCPA).

Evaluate risks related to system downtime and integration failures.

Influence on Outcome:

✔ Reduces the risk of costly data breaches or compliance violations.

✔ Helps select vendors with strong security measures.

4. Change Management Facilitator

Implementing a new IT system requires user training and adaptation. Mark can anticipate resistance

to change and help ensure smooth adoption.

Responsibilities:

Assess potential user resistance and develop a training plan.

Work with HR and department heads to facilitate smooth transition.

Provide input on user experience (UX) and ease of use.

Influence on Outcome:

✔ Increases the likelihood of successful system adoption.

✔ Reduces productivity losses due to poor training or resistance.

5. Budget and Cost Advisor

Although finance oversees budget approvals, Mark can help justify IT-related expenses and ensure

the team gets the best value for the investment.

Responsibilities:

Identify hidden costs (e.g., licensing fees, maintenance, upgrades).

Compare on-premise vs. cloud-based solutions for cost-effectiveness.

Negotiate with vendors for best pricing and support packages.

Influence on Outcome:

✔ Ensures long-term cost savings by choosing a scalable, efficient system.

✔ Prevents overspending on unnecessary features.

How Mark Can Influence Decision-Making

Mark's technical knowledge, risk assessment skills, and financial awareness give him significant

influence over the team’s decisions. Here’s how he can maximize his impact:

Providing Data-Driven Insights

Use comparative analysis to show which IT system performs best.

Present case studies or industry benchmarks to support recommendations.

Building Consensus Among Team Members

Address concerns of procurement (vendor selection) and finance (cost control).

Act as a neutral party balancing IT needs with business constraints.

Advocating for Long-Term Strategy Over Short-Term Cost Savings

Highlight scalability and future-proofing rather than just upfront costs.

Explain the total cost of ownership (TCO), including maintenance and upgrades.

Engaging with Vendors and Negotiating Best Terms

Participate in vendor meetings to ensure IT concerns are properly addressed.

Suggest contractual terms that provide flexibility and service guarantees.

Conclusion

Mark’s role in this cross-functional team is critical to ensuring a successful IT system procurement. By

acting as a technical expert, liaison, risk assessor, change manager, and budget advisor, he can

ensure that business needs, security, and cost-effectiveness are balanced. His ability to communicate

effectively, present data-driven insights, and align stakeholders will significantly influence the final

decision. Through strategic engagement, Mark can help the team select the best IT system that

supports Squirrel Incorporated’s long-term success.

.

Explanation:

Overall explanation

Below you will find how you can plan and draft the essay. Remember this is an example of one way

you could approach the question. At Level 6 the questions are much more open so your response

may be completely different and that's okay.

Essay Plan

Intro – what is an ethical culture?

P1 – create values and principles – put into writing

P2 – Lead by example

P3 – Transparency, whistleblowing

P4 – Decision making

P5 – Laws

P6 – having consequences for failing to follow the culture

Conclusion – culture isn’t static, Banana Ltd needs to constantly update and review

Example Essay

An ethical culture in the workplace refers to the prevailing set of values, norms, principles, and

practices within an organization that prioritize and promote ethical behaviour and decision-making

among employees and stakeholders. It represents the collective commitment of an organization to

conduct its business in a manner that is morally responsible, socially acceptable, and legally

compliant. An ethical culture sets the tone for how employees interact with each other, make

decisions, and engage with customers, suppliers, and the broader community. Banana Ltd can

achieve this in the following ways:

Ethical Values and Principles:🔹An ethical culture is built on a foundation of clear and well-defined

ethical values and principles. These values guide employees in their actions and decisions, helping

them distinguish between right and wrong. Banana Ltd should engrain these values and principles in

writing by creating a vision statement and creating a formal CSR policy detailing expected behaviour

from all employees and stakeholders.

Leadership and Accountability:🔹Ethical leaders play a crucial role in fostering an ethical culture. They

set an example by consistently demonstrating ethical behaviour and holding themselves accountable

for their actions. Leaders also ensure that ethical standards are consistently applied throughout the

organization. Therefore the leaders of Banana Ltd should lead by example. This may be in gaining

MCIPS qualifications and other certifications that prove their loyalty to ethical issues.

Transparency and Open Communication:🔹Ethical cultures encourage open and transparent

communication. Employees are encouraged to speak up about ethical concerns or violations without

fear of retaliation. Transparent processes and reporting mechanisms promote accountability. Banana

Ltd could implement a Whistleblowing policy for example, so that if any employee knows of areas of

concern, they can escalate this to management, without fear of repercussions.

Ethical Decision-Making:🔹Ethical decision-making is central to an ethical culture. Employees are

encouraged to consider the ethical implications of their choices, even when faced with challenging

decisions that may have financial or competitive implications. For example with Banana Ltd, this may

be actively severing ties with suppliers who are known to employ child labour in the mining of rare

metals.

Compliance with Laws and Regulations:🔹Ethical cultures emphasize strict adherence to laws and

regulations. Banana Ltd should ensure that all activities are carried out within the boundaries of legal

requirements, and violations are not tolerated. For example they should ensure that their HR policies

are in line with the Equalities Act. As a large organisation they should also publish a statement about

removing Modern Slavery from their supply chain, as per the Modern Slavery Act.

Accountability and Consequences:🔹There are clear consequences for unethical behaviour. Banana Ltd

should ensure that accountability mechanisms are in place to address ethical violations, and

individuals who breach ethical standards may face disciplinary actions. For example if a supply chain

manager is caught accepting an ‘acceleration payment’ or ‘ kickback’ they should be fired.

An ethical culture in the workplace is essential not only for maintaining a positive organizational

reputation but also for fostering a healthy, inclusive, and socially responsible work environment. It

contributes to employee morale, customer trust, and long-term business sustainability. It is

important for Banana Ltd to not only implement this culture, but to maintain it and constantly review

it. The area of ethics and sustainability is constantly evolving so Banana Ltd should look to reassess its

policies and processes regularly, and continue to strive to achieve more.

Tutor Notes

- You may have guessed that this question was loosely based on Apple. Apple is a good example of

ethics and supply chain issues and is worth looking into as it’s an excellent example to bring into an

essay on the subject. Here are some links:

-🔹Apple’s Supply Chain Is on a Collision Course With Climate Change (bloomberg.com)

-🔹Apple sees bigger supply problems after strong start to year | Reuters

-🔹Will Supply-Chain Issues Kill the Low-Cost Apple Vision Pro? (pcmag.com)

- Other areas you could have mentioned include: cultures are not static; they are constantly evolving

and improving. So Banana Ltd needs to regularly assess and refine their ethical practices to stay

aligned with changing societal norms and expectations (I.e. what is ethically acceptable one day, may

not be the next). You could have also talked about Banana Ltd's responsibility to the environment and

local communities (particularly concerning the mining of metals). Mining is a really bad industry for

Child Labour.

.

Explanation:

Overall explanation

Below you will find how you can plan and draft the essay. Remember this is an example of one way

you could approach the question. At Level 6 the questions are much more open so your response

may be completely different and that's okay.

Essay Plan

Introduction – definition of power and Max Weber

P1 – charismatic power

P2 – rational/ legal

P3 – using power responsibly: training others, accountability/ setting procedures, ethical sourcing

Conclusion – procurement has a lot of power in an organisation. The key to using power is ‘balance’

and using it responsibly

Example Essay

Power, in the context of organizations, refers to the ability of individuals or departments to influence

decisions, actions, and outcomes. Max Weber, a German Sociologist, identified three types of power:

charismatic, traditional, and rational/legal. In this essay, we will focus on two types of power relevant

to the Procurement department – charismatic power and rational/legal power. Additionally, we will

explore how Procurement can responsibly use these powers to help the organization achieve its

strategic objectives.

Charismatic power refers to a type of influence or authority that is based on the personal qualities,

charisma, and appeal of an individual leader. This form of power arises from the compelling and

magnetic personality of a leader, which inspires and motivates followers to willingly and

enthusiastically support their vision and goals. One well-known example of a charismatic leader is

Steve Jobs, the co-founder of Apple. Charismatic leaders have the ability to inspire and motivate

their followers to achieve goals that might seem challenging or even impossible. They often

articulate a compelling vision for the future and communicate it in a way that resonates with others.

Moreover, they exude confidence and enthusiasm, which can be contagious. Their passion and belief

in their vision can energize and mobilize their followers. For this reason, this type of power is often

linked with Transformational Leadership styles.

Rational/legal power is derived from established policies, procedures, and regulations that govern

business processes. It relies on adherence to legal and ethical standards, ensuring fairness,

transparency, and accountability. Rational/legal power is typically exercised in an impersonal and

formal manner. Rather than being contingent on the personal qualities of an individual as with

charismatic power, rational/ legal power is derived from a person’s position within a formal

organizational hierarchy. Weber associated rational/legal power with bureaucratic structures, where

authority is distributed hierarchically, and individuals hold positions based on their qualifications,

expertise, and adherence to established rules. For example, in the Procurement department of an

organisation, the Head of Procurement would hold Rational/ Legal power through their ability to

sign-off on the activities of others. This form of power emphasizes predictability and consistency in

decision-making. Weber points out the downside to this type of power: that leaders with this type of

power can be inflexible and rigid.

In an organisation, the Procurement department would use a mixture of charismatic and rational/

legal power in order to help the organisation achieve their strategic objectives. Some ways this could

materialise include:

Training: Procurement can use a mixture of charismatic and rational power responsibly by providing

training to other departments on aspects of procurement, especially compliance with legislation

(which is critical in the public sector) and achieving value for money. This ensures that the

organization's practices align with legal requirements and maximize cost-efficiency. Delivering

training requires rational power (the training leader needs to know what they’re talking about and

have experience in this), but also charismatic power in order to engage learners. By training other

departments, this will help the organisation achieve its strategic objectives.

Accountability and Reporting: Procurement can responsibly exercise rational/legal power by

establishing clear accountability and reporting mechanisms. This includes ensuring that procurement

decisions are documented, transparent, and in compliance with relevant laws and regulations. An

example of this is creating Standard Operating Procedures, or ensuring Junior members of the team

get approval from a Line Manager to conduct certain activities. This helps the organisation achieve

strategic goals by eliminating (or significantly reducing) its exposure to risk.

Ethical Sourcing: Procurement can use power to address critical issues such as human trafficking

within the supply chain. By setting and enforcing ethical sourcing standards, they contribute to

responsible procurement practices. Procurement can use charismatic power to convince senior

leadership and supply partners of the importance of ethical sourcing, and legitimate power to ensure

that all stakeholders are complying with CSR policies. This could involve the use of gain-share

mechanisms in contracts with supply partners.

In conclusion, Procurement departments wield considerable power within organizations, and the key

to using this power is balance and responsibility. Charismatic and rational/legal powers can be

harnessed to drive and achieve strategic objectives by ensuring ethical, compliant, and efficient

procurement practices. By training, identifying vulnerabilities, and promoting responsible sourcing,

Procurement contributes to the organization's overall success.

Tutor Notes

- You could bring in many different theories when describing two types of power. I’ve chosen two by

Max Weber (he talks about 3 – charismatic, traditional and rational/ legal). But you could have used

some from French and Raven (expert, legitimate, coercive, reward, referent) or Yukl (2010) –

connection power and negative power. There are others too, these are just the main ones explored in

the study guide

- A similar question was asked in March 22 but power is a big topic so may come up again, either

with or without a case study. Another way they could use this topic is discussing ways of using the

different power types to overcome issues.

- Weber’s Types of Power – p. 171. How procurement can use power responsibly – p.177

.

Explanation:

Strategic Ethical Leadership in E-Procurement Implementation: Evaluating Influencing Styles

In modern procurement management, leadership style significantly impacts the success of strategic

initiatives such as the introduction of an E-Procurement system. Pat, as the newly appointed Chief

Procurement Officer (CPO) of Circle Ltd, must carefully select an influencing style to ensure smooth

adoption of the system by his 12 procurement assistants. Different influencing styles—assertive,

consulting, collaborating, and inspiring—offer distinct advantages and challenges in this scenario.

This essay discusses how each of these leadership styles can be applied in Pat’s situation and

evaluates their effectiveness.

1. Assertive Leadership Style

Assertive leadership involves directing employees with confidence and clarity, ensuring compliance

through authority. If Pat adopts an assertive approach, he would:

Clearly communicate the decision to implement the E-Procurement system.

Set firm expectations for team members regarding system adoption.

Enforce a strict timeline for training and compliance.

Effectiveness in This Situation

Advantages: Provides clarity, speeds up decision-making, and ensures quick implementation.

Challenges: Could lead to resistance from employees who feel excluded from the decision-making

process.

Best Used When: There is an urgent deadline or when employees lack knowledge of alternatives.

Given that procurement assistants may have concerns or fears about technological change, a purely

assertive approach may create resistance rather than engagement.

2. Consulting Leadership Style

A consulting leadership style involves seeking input from team members before making a final

decision. If Pat takes a consultative approach, he would:

Engage procurement assistants in discussions on how the new system will impact their work.

Conduct surveys or meetings to gather feedback.

Allow employees to voice concerns and propose suggestions.

Effectiveness in This Situation

Advantages: Encourages buy-in from employees, reduces resistance, and improves decision-making.

Challenges: Can be time-consuming if employees have diverging opinions or lack expertise in E-

Procurement.

Best Used When: Employees have valuable experience or insights, and the leader seeks team

engagement.

Since the system is new to the organization, consultation can help address fears and improve morale,

but it should be structured efficiently to avoid unnecessary delays.

3. Collaborating Leadership Style

A collaborative leadership style fosters teamwork and shared decision-making, ensuring that all

stakeholders work together toward a common goal. If Pat adopts a collaborative approach, he would:

Form a cross-functional project team to oversee the E-Procurement implementation.

Encourage knowledge sharing and problem-solving among team members.

Ensure that procurement assistants have a role in decision-making, such as selecting the software

features they find most useful.

Effectiveness in This Situation

Advantages: Enhances teamwork, improves acceptance of change, and utilizes the collective

expertise of the team.

Challenges: Can lead to slow decision-making and conflicts if there are disagreements on

implementation details.

Best Used When: The project requires innovation and teamwork, and when employees have

technical expertise or experience with procurement systems.

Since successful adoption of an E-Procurement system depends on user engagement, collaboration

would be highly effective, but it needs structured guidance from leadership.

4. Inspiring Leadership Style

An inspiring leadership style focuses on motivating employees by sharing a vision and fostering

enthusiasm. If Pat uses an inspirational approach, he would:

Explain the strategic benefits of E-Procurement for Circle Ltd, such as cost savings, efficiency, and

competitive advantage.

Use storytelling and case studies to illustrate successful transformations in similar companies.

Recognize and reward employees who embrace the new system.

Effectiveness in This Situation

Advantages: Boosts morale and motivation, increases commitment, and reduces change resistance.

Challenges: Employees may still need practical guidance and structured training alongside

motivation.

Best Used When: Change is significant and requires a mindset shift, especially in environments

where innovation is encouraged.

Since the introduction of E-Procurement is a transformative change, an inspiring leadership approach

would be effective in motivating employees, but it should be paired with practical implementation

strategies.

Conclusion: Choosing the Best Approach

Pat must consider both the technical challenges of E-Procurement implementation and the human

factors involved in change management. A blended approach combining multiple leadership styles

would be the most effective strategy:

Start with an inspiring approach to generate enthusiasm and ensure employees understand the long-

term benefits of E-Procurement.

Use consultation and collaboration to gather feedback and ensure employees feel involved in the

change process.

Apply an assertive approach strategically, ensuring that deadlines and key expectations are met.

By combining these leadership styles, Pat can successfully implement the E-Procurement system

while ensuring his team is engaged, motivated, and aligned with the company’s strategic goals.

.

Explanation:

Overall explanation

Below you will find how you can plan and draft the essay. Remember this is an example of one way

you could approach the question. At Level 6 the questions are much more open so your response

may be completely different and that's okay.

Essay Plan

Divide into two separate answers

1) Internal changes; personnel, systems, structure. External changes; STEEPLED and Porter –

legislation, economy, technology, competitors.

2) Intro: what is a forcefield analysis? Explain how to do one. Then How can it help? Define

objectives, impact on communication strategy

Example Essay

Change is a constant in the business world, and organizations must adapt to various internal and

external forces to remain competitive and relevant. Understanding the sources of change is crucial

for managing transformations effectively. In this essay, we will explore the distinction between

internal and external sources of change and discuss how they impact personnel, processes, and

company structure.

Sources of Internal Change within a Business:

People Changes: Changes in personnel, such as hiring, firing, promotions, and retirements, can have

a profound impact on an organization. New hires may require training and onboarding, potentially

affecting productivity during the transition. Terminations or layoffs may lead to temporary

disruptions and workload adjustments for remaining employees. Moreover personnel changes can

influence the organization's culture. New employees may bring different values and perspectives,

while the loss of experienced employees can result in a shift in the workplace culture. Promotions

and changes in leadership positions can influence decision-making, team dynamics, and the overall

direction of the organization.

Systems Changes: Implementing or modifying systems, including software, technology, or

operational procedures, can significantly affect how an organization operates. Well-planned systems

changes can lead to increased operational efficiency, reduced errors, and improved decision-making,

but employees may need time to adapt to new systems, potentially causing a temporary decrease in

productivity. Moreover, systems changes can impact data storage, retrieval, and analysis, influencing

how information is utilized within the organization.

Company Structure Changes: Altering the organization's structure, including hierarchies,

departments, or reporting lines, can reshape how work is organized and executed. Employees who

experience shifts in job roles, responsibilities, or reporting relationships, can affect job satisfaction

and performance. It may also require adjustments in communication processes, potentially

impacting the flow of information within the organization. A well-designed company structure can

enhance efficiency and adaptability, while a poorly structured one may lead to inefficiencies and

bureaucracy.

Sources of External Change Impacting a Business:

Legislation Changes: Changes in laws and regulations can have immediate and long-term

consequences for businesses. Adapting to new regulations may require financial investments in

compliance measures, training, or legal counsel. Businesses may need to modify processes and

practices to ensure adherence to updated legal requirements. Companies that can proactively adapt

to legislative changes may gain a competitive advantage by being compliant and avoiding penalties.

An example of this is the upcoming changes to Public Sector Procurement Regulations which will take

place in 2024, following the UK’s departure from the EU.

Economic Changes: Economic shifts, such as recessions, inflation, or economic growth, can affect an

organization's financial health and market position. Economic downturns can lead to decreased

consumer spending and reduced revenue, requiring cost-cutting measures like layoffs or budget

reductions. Conversely economic growth can present new market opportunities, prompting

expansion, product diversification, or investment in research and development. Economic

fluctuations can also disrupt supply chains, affecting inventory management, pricing, and delivery

times.

Technological Changes: Rapid advancements in technology can drive changes in how businesses

operate and compete. Embracing technological advancements can enhance operational efficiency,

reduce costs, and improve customer experiences. Employees may require training to adapt to new

technologies, and organizations may need to invest in digital infrastructure. Technology-driven

innovations can disrupt traditional industries and create new competitive threats or opportunities.

For example the music industry has seen huge changes in the past 10 years due to the increasing

popularity of streaming platforms such as Apple Music and Spotify.

Competitor Actions: Actions taken by competitors, such as new product launches, marketing

campaigns, or market entries, can influence an organization's market share and strategy. This may

require adjustments in pricing, product offerings, or marketing strategies. An organisation should

look at Porter’s 5 Forces and STEEPLE analysis to fully understand potential external sources of

change.

In the dynamic business environment, both internal and external sources of change play significant

roles in shaping organizations. Recognizing these sources of change and effectively managing them

are essential for organizations to succeed.

Forcefield Analysis

Lewin's Force Field Analysis is a valuable tool that can help a leader plan for change by providing a

structured framework for understanding the forces at play in an organization when considering a

change initiative. Developed by psychologist Kurt Lewin in 1951, this model helps leaders assess the

driving forces that promote change and the restraining forces that resist it.

Identifying Driving and Restraining Forces:

Driving Forces: These are factors that push for change and support the desired change initiative.

Identifying these forces helps leaders understand what is propelling the organization toward change.

Examples of driving forces include market opportunities, customer demands, and performance

improvement goals.

Restraining Forces: These are factors that oppose or hinder change. Recognizing these forces is

crucial as they represent obstacles that need to be addressed or overcome. Restraining forces can

include employee resistance, existing processes, or budget constraints.

Assessing the Balance:

After identifying driving and restraining forces, leaders can assess the balance between them. This

analysis provides a clear picture of the overall readiness for change within the organization. If driving

forces outweigh restraining forces, it suggests a favourable environment for change, while an

imbalance in the other direction may require more effort to gain buy-in and overcome resistance.

Prioritizing Action Steps:

Once the forces are identified and their balance is assessed, leaders can prioritize action steps

accordingly. For driving forces, leaders can focus on leveraging them further and ensuring that they

continue to support the change. For restraining forces, strategies can be developed to mitigate or

overcome them. This may involve addressing concerns, providing training, or reallocating resources.

How this can help a leader plan for change:

Force Field Analysis provides a foundation for developing a comprehensive change management

plan. Leaders can use the insights gained to structure the plan, including defining specific objectives,

timelines, and key performance indicators (KPIs) to measure progress.

Understanding the forces at play allows leaders to tailor their communication and engagement

strategies. They can target communication efforts toward addressing the concerns and motivations

of employees, stakeholders, and other relevant parties. By addressing restraining forces through

effective communication, leaders can build support for the change.

The analysis doesn't end with the initiation of change; it continues throughout the change process.

Leaders can continuously monitor the balance of forces and adjust their strategies as needed. If new

restraining forces emerge or driving forces weaken, the change plan can be adapted accordingly to

maintain momentum.

In summary, Lewin's Force Field Analysis provides leaders with a structured approach to

understanding the dynamics of change within an organization. By identifying driving and restraining

forces, leaders can better plan, execute, and manage change initiatives, ultimately increasing the

likelihood of successful implementation and achieving desired outcomes.

Tutor Notes

- I have split my answers here and clearly signposted this to the examiner. A top tip is to consider the

examiner’s first look at your essay. By doing this, they can clearly see within the first 10 seconds that

I’ve understood the question and I’ve answered all parts. It’s a way to set yourself up for success. So,

use all the headings and spacings you can. I don’t think you can use bold in the exam, but you could

use capital letters instead.

- A way to improve on the above would be to give more examples. For the Forcefield analysis you

could talk about a potential change at company X being the introduction of a new product line, and

say what the forces for and against would be. This would really hammer-home to the examiner you

know your stuff.

- Sources of change – p. 224 (note the study guide says internal sources are people, structure and

processes, I used the word system in my essay above rather than processes but it’s the same thing).

External sources of change are anything from STEEPLED and Porter. Remember the question is only

worth 10 points, so 3 or 4 internal and 3 or 4 internal is more than enough. Don’t do a full STEEPLED.

You don’t have time.

- Forcefield analysis is p. 232

.

Explanation:

Overall explanation

Below you will find how you can plan and draft the essay. Remember this is an example of one way

you could approach the question. At Level 6 the questions are much more open so your response

may be completely different and that's okay.

Essay Plan

Intro – explain which three; minimum wage, working hours, H&S

P1 – minimum wage

P2 – working hours

P3 – H&S

Conclusion – law is always evolving

Example Essay

Employment law in the United Kingdom has evolved over the years to safeguard the rights and

interests of employees while providing a framework for fair and equitable employment practices.

This essay delves into three crucial areas of employment law: minimum wage, working hours, and

health and safety.

Minimum Wage.🔹The National Minimum Wage Act 1998 and subsequent amendments established

the legal framework for minimum wage rates in the UK. The current legislation sets different

minimum wage rates for various age groups. Currently (2023) for those aged 23 and over the

minimum wage is £10.42 per hour. This is rising to £11 in 2024. Younger workers will earn less, with

those on an apprenticeship, considerably less. Minimum wage legislation has significantly improved

the earnings of low-paid workers and reduced income inequality. It ensures that employees receive a

fair wage for their labour, promoting economic stability and social well-being.

Interestingly, not all countries have a minimum wage or set it hourly. For example in Spain, minimum

wage is set out monthly (around 1000 euros/ month). Sweden doesn’t have a minimum wage at all.

Sweden relies on collective bargaining agreements negotiated between employers and labour

unions to determine wage rates and employment conditions. These agreements are sector-specific

and cover a wide range of industries, effectively setting minimum wage standards at the industry

level rather than through legislation. This approach allows for flexibility and tailoring of wage rates to

different sectors of the economy but also means that minimum wage levels can vary depending on

the specific collective agreement in place within a given industry.

Working Hours:🔹The Working Time Regulations 1998 (WTR) and the EU Working Time Directive

establish legal limits on working hours, rest breaks, and paid leave for workers in the UK. The WTR

also introduced the concept of the "opt-out," allowing workers to voluntarily exceed the 48-hour

weekly working time limit. Working time regulations promote work-life balance, protect employees

from excessive working hours, and enhance health and well-being. The "opt-out" provision provides

flexibility but must be implemented with respect to workers' rights. It is common in the UK for Junior

Doctors to opt out to ensure they have enough time to complete their training within a specific

timeframe. Some training programs require a certain number of hours or procedures to be

completed during a specific period. Another reason for opting out is the opportunity to earn more

money, particularly if overtime is paid at a high rate.

Health and Safety:🔹The Health and Safety at Work Act 1974 is the cornerstone of health and safety

legislation in the UK. It places duties on employers to ensure the health, safety, and welfare of their

employees, as well as others affected by their work activities. Specific regulations, such as the

Management of Health and Safety at Work Regulations 1999, provide additional guidance. One of

the main areas this legislation covers is the importance of completing risk assessments. The case of R

v. Tangerine Confectionery Ltd (2018) emphasized the importance of risk assessments in preventing

workplace accidents. The company was fined for failing to adequately assess the risk of an

employee's arm getting trapped in a machine, resulting in serious injury. Health and Safety

legislation has led to safer workplaces, reduced accident rates, and improved employee well-being.

Employers are legally obligated to identify and mitigate workplace risks, ensuring the protection of

their workforce.

In conclusion, UK employment law, encompassing minimum wage, working hours, and health and

safety, plays a pivotal role in safeguarding employees' rights, promoting fair labour practices, and

ensuring safe working environments. As employment dynamics continue to evolve, it is imperative

that employment law remains adaptable, responsive, and protective of employees in an ever-

changing work landscape.

Thank you for your visit.