1.1 Critically appraise the impact of organisational context on strategic leadership

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Overview of assessment tasks

Each task in this assessment brief has been developed to enable you to evidence achievement of the learning outcomes and assessment criteria for CMI 701: Strategic Leadership.  Each of the assessment criteria must gain a pass outcome for you to successfully achieve the unit.

Preparation for the assessment

• Before you begin the assessment brief please read the CMI 701 unit specifications thoroughly as only the content related to the achievement of the assessment criteria will be assessed.
• Research the topics being assessed.  Suggested reading/web resources are provided on the CMI 701 unit specification. Your tutor may signpost you to relevant resources. Additionally, you may access excellent online resources at ManagementDirect https://members.md.cmi.org.uk/
• If you are enrolled on the Trailblazer Apprenticeship programme you are encouraged to review the Senior Leader Master’s Degree Apprenticeship standard.

Completing the assessment brief

• The assessment brief contains a series of tasks which are clearly referenced to the relevant assessment criteria and indicative content.
• Refer to the Assessment Guidance Table at the end of the assessment brief which outlines the requirements for a Pass or Refer.
• Evidence must be provided in the evidence booklet. Additional work-based evidence such as plans or documentation (which has been referred to within the main text) should be included at the end of the booklet marked ‘Work Based Evidence’.  Appendices are not a requirement of this assessment brief.  If appendices are included these will not be marked or moderated by the CMI.
• Work based evidence must be accompanied by a supporting statement in the learner evidence box, to explain the link to the assessment criteria.  Work based evidence (where required by the task) must not exceed SIX (6) pages.  Files embedded in the booklet must not exceed 10MB.
• The evidence booklet must be completed in a professional manner (e.g. applying business conventions for writing formal reports) and by using Microsoft Word, Rich Text Format or another compatible software programme. 
• An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original source(s) of quotations or models can be verified.
• Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted).

Learner support

For information regarding policies and procedures for assessment (e.g. special assessment arrangements, learner support, appeals, complaints, certification, confidentiality, plagiarism) you should contact your tutor or Centre manager and refer to the CMI Level 7 in Strategic Management and Leadership Practice.

Being equipped with the knowledge, skills and behaviours to manage and lead in a variety of organisational settings is essential if an individual and their organisation are to succeed.  

Assessment brief CMI 701 has been designed to enable learners to evidence their understanding of how the organisational context influences management and leadership practice. Leaders will reflect on theoretical concepts and contemporary thinking which can be used to inform approaches to working practice.  Vitally, they will consider the knowledge, skills, values and beliefs which can transform management and leadership practice.

Assessment brief CMI 701 features the following assessment tasks. Further detail is provided against each assessment task within the brief.

Guideline word count

The written word, however generated and recorded, is still expected to form the majority of assessable work produced by Learners at Level 7. The amount and volume of work for this unit should be broadly comparable to a word count of 4000 - 4500 words within a margin of +/-10%.  The excessive use of word count is not grounds for referral, however the CMI reserve the right to return work to the Centre for editing and resubmission by the Learner. 

The following are excluded from inclusion in word count, if used and not required by the assessment brief an introduction to a job role, organisation or department, index or contents pages, headings and sub headings, diagrams, charts and graphs, reference list or bibliography, reflective statement drawn from undertaking the assessment and how this has impacted on the learner’s work.

Please see the CMI Assessment Guidance Policy for further guidance.

It is the role of the leader to work effectively within the organisational structure to deliver strategic outcomes. Roles are complex and no two roles are the same. One constant is the need for leaders to have a detailed understanding of business activities and the functions they perform.

The aim of Task 1 is for leaders to evidence an understanding of the role and context for strategic leadership.

You are required to write a report entitled:

‘The role and context for strategic leadership’

The report must include well chosen examples, and make reference to an organisation you know well or have researched. To complete the report, you are required to critically appraise:

• the impact of organisational context on strategic leadership (AC1.1)
• the role of the strategic leader to set and realise organisational goals (AC1.2)

Strategic leaders must be able to utilise behaviours and skills to achieve objectives in a well-considered way. The aim of this task is for leaders to evidence their understanding of the leadership behaviours and skills required to deliver strategic goals.  Leaders will also be given the opportunity to reflect on how the principles of strategic leadership can be applied to respond to complex organisational challenges.

With reference to well-chosen examples and the use of theory, you are required to write an account entitled:

‘The leadership behaviours and skills required to deliver strategic goals.’

The written account must critically appraise the leadership behaviours and skills required to deliver strategic goals (AC2.1).

You are required to write a reflective account entitled:

‘How the principles of strategic leadership can be applied to respond to complex organisational challenges.’

The reflective account must:

• Outline TWO (2) different complex organisational challenges (selected from the table below or from your own experience).
• Critically reflect on the how the principles of strategic leadership can be applied to respond to each complex organisational challenge. (AC2.2)

Sample Plagiarised Answer - Don`t Copy

701 Strategic Leadership

Unit 701 in Strategic Leadership focuses on the essential role of leaders in shaping the direction and success of an organisation. It explores the skills required to analyse complex strategic environments, develop long-term goals, and implement strategies effectively. The unit delves into leadership behaviours, strategic decision-making processes, and the ability to inspire and influence others to achieve shared objectives. Emphasis is placed on creating a vision that aligns with organisational values, while managing change, risk, and uncertainty. By studying this unit, learners gain an understanding of how leaders can navigate evolving business landscapes and drive sustainable growth through effective strategic thinking and leadership practices.

1.1 Critically appraise the impact of organisational context on strategic leadership

Strategic leadership plays a critical role in shaping the direction and success of an organisation. A strategic leader’s ability to navigate complex organisational contexts and set and realise goals is essential to drive the organisation towards achieving long-term success. This report critically appraises the impact of organisational context on strategic leadership and explores the role of the strategic leader in setting and realising organisational goals.

The Impact of Organisational Context on Strategic Leadership

Organisational context refers to the internal and external environment in which an organisation operates. It encompasses factors such as organisational culture, structure, resources, leadership style, and the broader socio-economic and political environment. Understanding the organisational context is vital for strategic leaders, as it influences the way decisions are made and the leadership approach adopted.

One of the key factors in organisational context is culture. Organisational culture refers to the shared values, beliefs, and practices that shape how people behave within an organisation. It affects everything from communication styles to decision-making processes, and leaders must understand and align themselves with this culture to lead effectively. For instance, in a company with a hierarchical culture, a leader’s approach may be more directive, while in a company with a more flexible, collaborative culture, a leader might adopt a more participative leadership style. Leaders who fail to align their leadership approach with organisational culture risk encountering resistance, which can hinder the achievement of strategic goals.

The organisational structure also plays a significant role in shaping strategic leadership. A leader`s ability to implement strategy can be impacted by the structure of the organisation, whether it is centralized or decentralized, flat or hierarchical. In a highly centralized structure, decision-making is concentrated at the top levels, which can lead to faster decision-making but may stifle innovation and employee engagement. On the other hand, a decentralized structure can promote creativity and innovation but may require strategic leaders to engage in more complex coordination and communication processes.

External factors, such as economic conditions, technological changes, and regulatory environments, also influence the organisational context and, consequently, strategic leadership. For example, in times of economic downturn, leaders may need to adjust strategies quickly to mitigate risks and protect the organisation’s long-term viability. In contrast, a period of economic growth may present opportunities for expansion and innovation. Leaders must remain adaptable, continuously assessing the external environment and making necessary adjustments to strategy and leadership style.

The resources available within an organisation, such as human, financial, and technological resources, further impact the leadership’s ability to implement strategy. Leaders need to ensure that the organisation has the right capabilities to execute its strategy. If resources are lacking, leaders must take a proactive approach to secure the necessary investments or partnerships. This is especially relevant in high-growth organisations or start-ups, where strategic leaders must often make resource allocation decisions that will shape the organisation’s future.

The Role of the Strategic Leader to Set and Realise Organisational Goals

The role of a strategic leader in setting and realising organisational goals is fundamental to the success of the organisation. Strategic leaders are tasked with defining the organisation`s vision, mission, and overall strategy, which serve as the foundation for goal setting. These leaders must have a clear understanding of the organisation’s capabilities, competitive landscape, and market conditions to set realistic and achievable goals. Moreover, the strategic leader must ensure that these goals align with the broader vision of the organisation and are communicated effectively to all stakeholders.

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