Read the case study below and answer the following questions

'Changing the firm's DNA to enable Collaborative Leadership- a Case of the Metro Group'

Background and Challenge

Metro Group underwent a massive change in 2012, welcoming in a new CEO, CHRO, and new board members. The challenge was to enable the organisation's leaders to both develop and implement changes across the global business for it to be a success. These would transform the delivery model in stores, product offerings, and the structure of internal functions such as IT, Real Estate, Supply Chain, Marketing and Non-Foods.

Objectives

The objective was to change the firm's DNA, enabling a collaborative leadership team that felt comfortable taking risks. In order to do this, there needed to be a change in the DNA at all levels so that it would be less of a hierarchical, control-culture to one that is empowered. This included the relationship between HQ and other countries in order to bolster trust. Solution "One company, one meaning, one language, one strategy, one action."

Oxford Leadership collaborated with Heiko Hutmacher, CHRO and the AG Board to develop a culture changing two-step initiative called "Leadership for Growth" using the Oxford Leadership methodologies of Self-Managing Leadership, Capabilities for Change, and Strategic Focusing.

Step 1: Leadership for Growth allowed senior leaders to take the reins across all 22 Metro Cash & Carry markets. This first step helped leaders and employees regain focus, reconnecting the ties of the organisation through a frank and sincere dialogue. It also ensured authenticity and a commitment to transformation while forging social connections and lowering silo barriers within Metro. Step 2: The next part of the journey had a new challenge: find a way to turn classical, cognitive capability training into an experiential learning process that was effective and applicable to all issues. It also had to continue the transformation set forward in Leadership for Growth. In the Leadership for Growth 2 wave, seven mission-critical capabilities were identified and trained in experiential learning interventions with a focus on collaboration: Building Trust Celebration & Appreciation Dialogue Team Dynamics Coaching Giving & Receiving Feedback Decision-Making (speed and decisiveness) Extensive testing and refining led to a powerful experiential programme and a Transformational Story. A five (5) day "Train the Trainer" programme helped transform leadership capabilities throughout all levels of the organisation. Results: In 18 months, over 100,000 people had engaged in the Step 1 process. As a result, there was a sense of selfconfidence individually and a deeper level of trust throughout the group. In that short time, a solid foundation emerged for rebuilding the winning spirit of the company. Since April 2014, METRO has trained more than 1,500 managers across more than 10 countries. They have reported back that this programme makes a real impact in the organisation as their managers becomes more skilled in leading meetings, in communication, in respecting different perspectives, and most importantly, in cooperation and cross-functional and crosscountry collaboration. Source: Oxford Leadership.

QUESTION ONE (20 Marks)

1.1 With reference to the case above, discuss the leadership methodologies employed in the 'Leadership for Growth Strategy' (10 marks)

1.2 Pietersen et at (2015: 10) ascertain that in project leadership followers expect their leaders to possess and display certain abilities and attributes, discuss these. Use relevant examples to substantiate your answer. (10 marks)

QUESTION TWO (20 Marks)

"Although it is important to understand and measure one's abilities and attributes as a leader, with abilities and attributes alone a practicing reflective leader would not be able to do a formal assessment to determine which model of leadership is more closely aligned with their personality and which leadership model might be most effective for a particular context."

In light of the above extract, provide a comprehensive discussion of any five (5) models of leadership. In your discussion make sure to provide relevant examples.

QUESTION THREE (20 Marks)

Highlight and discuss the role of project managers in promoting ethical behaviour. In your discussion, you are required to explain the concept of ethical behaviour, and why it is crucial in project leadership. Make use of appropriate examples to substantiate your answer.

QUESTION FOUR (20 Marks)

Project leaders must be aware that organisational change takes place within different systems which are interrelated. A team of project managers have requested you to advise them on which step you consider to be essential in the change management process. How would you respond to them? You need to provide a justification for your position.

QUESTION FIVE (20 Marks)

Project Leadership development can be thought of as an integration strategy by helping people understand how to relate to others, coordinate their efforts, build commitments, and develop extended social networks by applying self-understanding to social and organizational imperatives

5.1 In light of the above statement, identify and discuss the domains of project leadership development (10 marks)

5.2 One of the key issues affecting organisations is weakness in leadership development. In your view critically discuss some of the areas that organisations can adopt to reduce challenges arising from weakness in leadership. (10 marks)

QUESTION 6 (20 Marks)

The importance of theories is that they provide a framework in which to organise ideas and experience in order to enable proper analysis of the behavioural aspects and dynamics of the people you are working with or to work with. Provide a comprehensive discussion of the early leadership theory.