RTO PROVIDER CODE: 91151 CRICOS CODE: 02668F
WRITTEN EXAMINATION
Term 3 2022
Course: BSB60420 Advanced Diploma of Leadership and Management
Unit Code and Name: BSBLDR602 Provide leadership across the organization
Time allowed: 2 Hours
Assessment type: Written examination
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Purpose and Context:
To be assessed as competent in this unit you must provide evidence that you can:
Communicate organizational mission and goals
Influence groups and individuals
Build and support teams
Demonstrate personal and professional competence
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The following table maps the final assessment activities for this unit against the
Elements and performance criteria of BSBLDR602 Provide Leadership across the
organisation
Part Performance criteria
MCQ (12) All
Short answer All
questions (5)
Case Scenario All
Instructions:
I. This assessment item has 3 parts. Part 1 has MCQ, Part 2 has short answer
questions, Part 3 has a short case study.
II. In order to be treated as competent, you have to attempt all sections and
demonstrate satisfactory performance.
III. Answer all questions. After completion, save the file and submit on PCT’s
Moodle portal.
IV. Use clear descriptions and expressions.
Part A: Multiple Choice Questions
Circle or Tick the most appropriate answer
1. ‘Trust is important thing in Organizations’. Some ways to build trust include all except;
a) Open and honest communication
b) Making decisions that are transparent and logical
c) Not allowing employees to provide input
d) Being clear about what managers want to achieve and what not
2. Employees who do not understand the organizational goals and objectives may need,
a) More active direction from the manager
b) More active direction and control from the manager
c) More responsibility
d) More help from co-workers and customers
3. In order to conduct an investigation, managers often
a) Start by making sure everyone is safe
b) Take control of the scene and begin investigating the cause as soon as
possible
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c) Maintain privacy of your staff and stay positive
d) All of the above
4. As a manager it is important that you show concern and care about your employees.
But suppose, if you cross the line and become too personally involved with an
employee, you may be called
a) Unprofessional leader
b) Unethical leader
c) Socially responsible leader
d) Intimate leader
5. Teams need the knowledge to make effective decisions. There are a wide range of
decision making tools that can be used. They may include
a) Decision by authority
b) Considering individual opinions
c) Voting
d) All of the above
6. Which of the following is principle of personal ethics?
a) Concern for the well-being of others
b) Basic justice: being fair
c) Doing good to others
d) All of the above
7. A working team will be motivated and productive when
a) There is a positive work environment
b) When there is a constant source of encouragement
c) When tasks are effectively delegated to appropriate person
d) All of the above
8. Which of the following indicate the team is having positive team environment?
a) Team cohesion.
b) Increased complaints about work, or other team members.
c) Increased absenteeism.
d) An increase in conflict between team members.
9. Michael is a type of manager who is concerned primarily with accomplishing goals and
objectives and concentrates on the task itself. His behavioural style is called:
a) Authoritarian.
b) Democratic.
c) Task oriented.
d) People oriented.
10. Which of the following types of leaders encourages members to participate in group
decisions, including policy-making decisions?
a) Autocratic leaders
b) Democratic leaders
c) Laissez-faire
d) All of the above
11. Which of the following types of leader is most likely to say whatever the group does is
fine with him or her?
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a) Laissez-faire leaders
b) Democratic leaders
c) Autocratic leaders
d) Designated leaders
12. These decisions affect the long term direction of the business. An example could be
expansion into overseas or interstate markets. These are,
a) Operational decisions
b) Tactical decisions
c) Strategic decisions
d) Routine decisions
Part B - Short answer questions
1. Outline the impact of the following legislations in providing leadership in organizations;
Racial Discrimination Act 1975
Workplace Gender Equality Act 2012
2. Leaders use different type of communication to suit different scenarios and
circumstances. Here is a variety of written communication and you are required to
identify in what circumstances they are mostly used?
Emails / intranet newsletters / memos / presentation / and reports.
3. Outline different type of feedback managers could use to address employee’s
performance issues and plan for a better outcome.
4. During a change management situation (in the event of mergers and downsizing), how
would you deal with employee resistance issue?
5. Why ethical conduct and integrity is so important? Describe a situation where you faced
an ethical dilemma and write how did you overcome that situation.
Part C : Short Case Study
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Julia is the director of the municipal group of financial service firm. Julia has four managers
reporting to her, each of whom supervises a unit of the group: retail sales, institutional sales,
customer service and internal administration. Laura the branch director and company vice
president heard rumblings that the group was not receiving enough supervision, so she has
decided to investigate. During a dinner meeting Laura asked Julia about her approach to
leading the group, Julia replied –
I am leading my four managers as if they are all responsible professionals. I believe in
management by exception. Unless I am aware of a problem, I am hesitant to get involved in
how my managers conduct my work. Don’t forget that as head of municipal bond group I have
some responsibility for spending time with major customers as well as meeting with you and
other senior executives, I do hold a weekly meeting, and conduct my annual performance
review as required.
Laura thanked Julia for having attended the dinner and said that the meeting was informative.
With Julia’s permission Laura said that she would be visiting the municipal bond group to have
a few casual conversations with the four managers.
When asked about Julia’s leadership, the first manager said his nickname for Julia was Macro
Julia ; instead of being a micromanager she went to other extreme and became macro-
manager who had minimal contact with the group. He added that at times Julia didn’t seem to
event care what was happening. The manager said “I recently asked Julia’s advice about
finding a good contact who could introduce me to the pension fund manager of a hospital Julia
told me that a big part of my job was to develop contacts of my own.”
The second manager Laura spoke to said that she enjoyed working with Julia because she
was a nice person who didn’t get in her hair. “I don’t need a boss to remind me to attain my
goals or get my works done on time. A little smile of encouragement here and that all I need
the manager said.”
The third manager said to Laura, “I think Julia would be great manager for me a few years
down the road. But right now, I do not want to feel so much on my own. Julia is talented person
who I could learn from. Yet she is more involved with customers and higher level management
than she is with her managers. I am new in the field, so I could use more of coaching style of
manager.”
The fourth manager said, “I remember meeting Julia a few times, but I don’t remember much
about her. You said she is my manager? I don’t care if my comments get back to her, because
I am joining a competitor next month. ,
Review the case and answer the following:
1. To what extent has Julia chosen the right approach to lead the managers in her unit of the
financial services firm?
2. What advice can you offer Julia to be a more effective leader?
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3. Explain whether you think Laura was justified in asking Julia’s direct reports about Julia’s
approach to leadership
4. Compare and contrast Laura and Julia’s leadership style. Which leadership style you like
and why?
*The assessment ends*
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