LEAD06003 Leadership and Management Development Continuous Assessment 1, 2026

LEAD06003 Continuous Assessment 1

weighting : 40%

Case Study – Relating theory and best practice to the context of the company Emerald Logistics.

Emerald Logistics is a medium-sized company providing warehousing and distribution services. The company has recently experienced an increase in orders. Tara, the Warehouse Manager has introduced a new performance dashboard displaying individual productivity figures and targets and also a new Warehouse Management System (WMS).  Some employees have welcomed the changes, while others feel that management is focusing too much on targets and not enough on employees, they feel it is creating competition rather than teamwork. Picking errors have increased and some staff feel under pressure to work faster.

The warehouse supervisor, Dave, has responded by closely monitoring performance and giving employees very specific instructions. While productivity has improved, some employees feel they have less opportunity to contribute ideas.

Mary has worked in the warehouse for 18 years, is resistant to the new WMS. She regularly tells colleagues, “We’ve managed perfectly well without it.” She has also shown newer employees some of her own shortcuts, which are faster but do not always follow the new procedures.

John, an experienced employee with 7 years’ experience, has applied for a team leader position. He is frustrated that Sophie, who has worked in Emerald logistics for only two years, has been asked to help train staff on the new WMS. He believes experience should count more than technical skills and has started making sarcastic comments about Sophie.  Sophie is becoming reluctant to speak up in team meetings.

However, Declan keeps morale high in the warehouse with his sense of humour. He has recently started to use the warehouse radio for jokes. His latest announcement was: “Attention all staff. The last chocolate biscuit has disappeared from the canteen. We believe this is an inside job.” The team finds this funny, but some important operational messages have been missed because of the joking. Dave is considering removing Declan from the radio altogether.

Tara, the Warehouse Manager, wants to support her staff and believes that people are at the heart of a successful operation and is aware that her team is under pressure. However, she is also under pressure herself. Senior management expects her to meet productivity targets, reduce errors and keep costs under control, while customers expect orders to be accurate and delivered on time. Her own performance is measured against these targets, and she knows that failing to meet them could affect her position and the reputation of the warehouse.

Question 1 – Management theory

a. Discuss why it is important for managers to understand and apply different management theories rather than relying on one management approach in all situations. Using Emerald Logistics case study, explain how Tara could apply at least two management theories to meet customer expectations.

(15 marks)

b. Provide an example from your workplace where you observed these or other management theories in action, explain how these influenced team performance and morale.

(10 marks)

(Total 25% of assignment mark)

Question 2 Functions of Management

a. Explain the key functions of management and discuss why they are important to effective workplace performance. Identify two management functions that Dave could improve and explain how improving these functions could benefit both employee performance and the organisation.

(10 marks)

b. Reflecting on your own workplace, which management function creates conflict between managers and employees and what would you do to improve it.

(10 marks)

(Total 20% of assignment mark)

Question 3 Leadership Styles

a. Explain the differences between transformational, transactional and situational leadership, and discuss how these three leadership approaches could be applied in Emerald Logistics during this period of change.

(25 marks)

b. Give an example where you worked under one of these leadership styles. What impact did it have your morale and your results?

(10 marks)

(Total 25% of assignment mark)

Question 4 Management vs Leadership

a. Explain the differences between management and leadership, and why both are important in an operational workplace. Outline three leadership skills that John needs to develop to become an effective team leader?

(10 marks)

b. Do you see yourself as a manager, a leader, or both at this stage? Support your answer by outlining the strengths you already have and identify the skills you would like to develop further.

(10 marks)

(Total 20% of assignment mark)

Assignment Guidelines

The guidelines provided here for the Case Study including the word count are indicative only:

For Part B (application of theory), you are welcome to use examples beyond the workplace. These could include experiences from other areas such as community involvement, or participation in clubs or organisations.

This assessment assesses Learning Outcomes 1,2,3,4.

1. Discuss the importance of the various management theories and their relationships.
2. Determine the key functions of a management role.
3. Illustrate the differences between, and impact of, Transformational, Transaction and Situational Leadership on the workplace.
4. Explain the differences between management and leadership and characteristics of successful managers/leaders.