Running Head: GENDER DIVERSITY IN LEADERSHIP MANAGEMENT 1GENDER DIVERSITY IN LEADERSHIP...

Question

Running Head: GENDER DIVERSITY IN LEADERSHIP MANAGEMENT    1
GENDER DIVERSITY IN LEADERSHIP MANAGEMENT     2
ASSIGNMENT 1.1 OUTLINE FOR BUSN20019
GENDER DIVERSITY IN LEADERSHIP MANAGEMENT
GENDER DIVERSITY IN MANAGEMENT TEAM LEADS TO INNOVATION AND DEVELOPMENT IN THE ORGANIZATION ENVIRONMENT
Submitted to                                    Submitted By
Dr. Evi Lanasier                                Anurag
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                                 XXXXXXXXXX
Table of Contents
1. Field of Research    3
2. Source of Secondary Data    3
3. Research Questions    3
4. Search Terms    3
5. Information from Peer-Reviewed Scholarly Articles to be used in Literature Review    3
References    3
1. Field of Research
Workplace management is a challenging task, especially when it involves the allocation of job responsibilities to different individuals. However, according to the data of Australian Bureau of Statistics (2012), if an organisation consists of management personnel mostly from only one type of gender, then it might limit the variety of ideas that emerge from managerial decision-making. Therefore, maintaining gender diversity in management teams is presently a core concern for many organisations (Australian Bureau of Statistics, 2012).
2. Source of Secondary Data
Two publically accessible sources where specific data can be found for the cu
ent topic are https:
exchange.telstra.com.au/proud-among-world-leaders-gender-equality/, where gender diversity in Telstra has been illustrated with their success stories also report for past years are also available on there website and https:
www.woolworthsgroup.com.au/icms_docs/195396_annual-report-2018.pdf, (P-3-11)where the 2018 annual report of Woolworths has been presented to give evidence of success of implementing gender diversity in their workplace. Both these sources can be used for examples to highlight the benefits of gender diversity in leadership management.
3. Research Questions
i. What are the possible impacts of promoting gender diversity in the work culture on the company’s innovative thoughts and development?
ii. What are the factors hindering the management team from implementing a gender diverse environment in the atmosphere of the company?
Specific Research Question: What is the impact of gender diversity in leadership management?
Variables: Gender diversity, Leadership management
4. Search Terms
Gender diversity, leadership management, innovation in company, development of organisation environment
5. Information from Peer-Reviewed Scholarly Articles to be used in Literature Review
According to Henry, Foss, Fayolle, Walker and Duffy XXXXXXXXXXand Ho, Li, Tam and Zhang (2015), gender diversity at any function of an organisation proves to be useful due to the division of labour and responsibilities of work between both the genders. Therefore, as suggested by Ruiz-Jimenez, del Mar Fuentes-Fuentes and Ruiz-A
oyo (2016), if people, from both masculine and feminine genders, are included in equal number into the management team, a pool of ideas can be
ainstormed, which, as supported by Kelan and Wratil (2018), in turn, would lead to developing a better work culture and innovative thinking from all managers.
References
Australian Bureau of Statistics, XXXXXXXXXXAustralian Social Trends, Dec 2012 Retrieved from http:
www.abs.gov.au/AUSSTATS/[email protected]/Lookup/4102.0Main+Features30Dec+2012
Australian Bureau of Statistics, (2012)MANAGEMENT OF HUMAN RESOURCES. Retrieved from http:
www.abs.gov.au/ausstats/[email protected]/Lookup
y%20Subject/1001.0~2016-17~Main%20Features~Management%20of%20Human%20Resources~5
Fuller, K XXXXXXXXXXProud among World Leaders Gender Equality—Telstra. Retrieved from https:
exchange.telstra.com.au/proud-among-world-leaders-gender-equality
Henry, C., Foss, L., Fayolle, A., Walker, E., & Duffy, S XXXXXXXXXXEntrepreneurial leadership and gender: Exploring theory and practice in global contexts. Journal of Small Business Management, 53(3), XXXXXXXXXX
Ho, S. S., Li, A. Y., Tam, K., & Zhang, F XXXXXXXXXXCEO gender, ethical leadership, and accounting conservatism. Journal of Business Ethics, 127(2), XXXXXXXXXX
Kelan, E. K., & Wratil, P XXXXXXXXXXPost‐heroic leadership, tempered radicalism and senior leaders as change agents for gender equality. European Management Review, 15(1), 5-18
Ruiz-Jimenez, J. M., del Mar Fuentes-Fuentes, M., & Ruiz-A
oyo, M XXXXXXXXXXKnowledge combination capability and innovation: The effects of gender diversity on top management teams in technology-based firms. Journal of Business Ethics, 135(3), XXXXXXXXXX
Woolworths, XXXXXXXXXXAnnual Report .Retrieved from https:
www.woolworthsgroup.com.au/icms_docs/195396_annual-report-2018.pdf

BUSN20019 ASSESSMENT 1 STEP 2 – MARKING RUBRIC
In case of high Turnitin similarity scores, markers analyse the similarity score on a case by case basis and you will see relevant comments in your assignment, if necessary. If high similarity derived purely from reference lists and/or the fact that you may have copied the assessment
ief into your submission, no comments are made as you can find this information out yourself by exploring the similarity score on your Turnitin report.
Late submission penalties are being applied to this assignment as per the university regulations.
Any students deemed to have conducted Academic Misconduct are being reported and will be informed of the outcome of the investigation and any related penalties via their student email address.
    Criteria
    0 (Not Shown)
    1 (Poor)
    2 (Unsatisfactory)
    3 (Satisfactory)
    4 (Good)
    5 (Very Good)
    6 (Excellent)
    1. Aim and research question(s)
10%
    Entirely unsuitable or i
elevant; or missing.
    Incomplete OR insufficiently presented OR inappropriate for the topic OR too vague/too many
    Incomplete OR insufficiently presented OR inappropriate for the topic OR too vague/too many
    Effective presentation of aim and objectives OR aim and RQs; may be inconsistent or somewhat unclea
    Convincing presentation of aim and RQs; may be slightly inconsistent or unclea
    Highly competent presentation of aim and RQs; consistent and clea
    Superior presentation of aim and RQs; entirely consistent and clea
    2. Preliminary critical literature review
20%
    Incomplete OR insufficiently presented OR inappropriate for the topic
    Work presented is not suitable as a LR and/or it is incomplete and/or inappropriate for the topic.
    Work presented is not suitable as a LR and/or it is incomplete and/or inappropriate for the topic.
    Effective review of a limited amount of suitable literature; effective structure; may be overly descriptive
    Convincing review of an acceptable amount of suitable literature; well structured; may not be critical throughout
    Highly competent review of a justifiably good amount of suitable literature; very well structured; generally critical and may clearly identify gaps to be addressed
    Superior review of a justifiably good amount of suitable literature; excellent structure; critical throughout; clearly identifies gaps to be addressed
    3. Organisation of the project (research plan including: an overview of your proposed methods of data collection and data
analysis; Gantt chart schedule; and clear presentation of raw publicly available secondary data sources/links)
20%
    Entire section or large parts thereof missing OR entirely unsuitable content.
    Somewhat incomplete OR insufficiently presented OR inappropriate/ highly unrealistic for the topic
    Slightly incomplete OR insufficiently presented OR inappropriate/ highly unrealistic for the topic
    Demonstrated ability to effectively organise the project; all aspects covered; may be somewhat unrealistic, unclear and/or inconsistent; lacks detail
    Demonstrated ability to convincingly organise the project; all aspects covered; generally realistic, clear and consistent; may lack detail
    Demonstrated ability to highly competently organise the project; all aspects covered; realistic, clear and consistent; may lack detail
    Demonstrated ability to organise the project in a superior manner; all aspects covered in appropriate detail; realistic, clear and consistent throughout
    4. Feasibility of project within time-frame
10%
    Entirely unfeasible OR insufficient information to judge.
    Unfeasible but sufficient information to judge.
    Unfeasible but sufficient information to judge.
    This project may be feasible but requires greater focus.
    It looks like this project will be feasible in its cu
ent proposed format.
    Feasible project in its cu
ent proposed format.
    Certainly feasible project in its cu
ent proposed format.
    5. Written communication
20%
    Incomprehensible OR entirely inco
ect writing OR highly unprofessional presentation of written work.
    Very poor writing with only few sentences readable and/or unsuitable writing style and/or not proofread; OR very unprofessional presentation of written work.
    Poor writing with a majority of sentences unreadable and/or unsuitable writing style and/or not properly proofread; OR slightly unprofessional presentation of written work.
    Satisfactory writing that is reasonably readable and suitable for formal business communications; more proofreading required. Generally professional in presentation of work.
    Good writing that is generally readable and suitable for formal business communications; more proofreading required. Professional presentation of work.
    Very good writing that is readable and suitable for formal business communications; minor improvements are feasible. Very professional presentation of work.
    Superior writing that is highly readable and highly suitable for formal business communications; extensive proofreading completed. Very professional presentation of work.
    6. Quality and appropriateness of references, and accuracy of referencing
20%
    No use of the APA referencing system in the assignment, or the reference list; OR no appropriate references used; OR highly inaccurate referencing.
    Very poor use of the APA referencing system in the body of the assignment and/or in the reference list; OR mostly inappropriate references used.
    Unsatisfactory use of the APA referencing system in the body of the assignment and/or in the reference list; OR a number of inappropriate references used. NOTE: submissions with less than 10 peer-reviewed articles will not achieve a pass grade on this criterion even if the referencing style is accurate.
    Satisfactory use of the APA referencing system in the body of the assignment and in the reference list; 10 peer-reviewed articles used; mistakes and/or omissions present.
    Competent use of the APA referencing system in the body of the assignment and in the reference list; generally co
ectly cited sources (of which 10 or more are peer-reviewed) but small omissions and/or e
ors of judgment may be present.
    Very good use of the APA referencing system in the body of the assignment and in the reference list with almost entirely co
ectly cited sources (of which 10 or more are peer-reviewed).
    Faultless use of the APA referencing system in the body of the assignment and in the reference list with completely co
ectly cited sources. Extensive body of peer-reviewed sources used (i.e. every claim is supported).
BUSN20019 ASSESSMENT
1

STEP 2

–

MARKING
RUBRIC

In case of high Turnitin similarity scores, m
arkers analyse the similarity score
on a

case by case

asis

and you will see relevant comments in your assignment, if necessary. If high similarity derived purely from reference lists a
nd/or the fact that you ma
y have copied the assessment
ief into your submission,
no comments are made as you can find this info
mation out yourself by exploring the similarit
y score on your Turnitin report.

Late submission penalties are being applied to this assignment as per the university regulations.

Any students deemed to have conducted Academic Misconduct are being reported
and will be informed of the outcome of the investigation and any related penalties via their student email address.
Criteria

0 (Not Shown)

1 (Poor)

2 (Unsatisfactory)

3 (Satisfactory)

4 (
Good
)

5 (
Very
Good)

6 (Excellent
)

1.
Aim and research
question(s)

1
0%

Entirely unsuitable or
i
elevant; or missing.

Incomplete OR insufficiently
presented OR inappropriate
for the topic

OR too vague/too
many

Incomplete OR
insufficiently presented OR
inappropriate for the topic

OR too vague/too many

ass-11-uk2xc3zv.docx assessment-12-marking-criteria-xlgukr3h.docx busn20019-assignment-12high-distinction-example-with-comments-u0s2nkqx.pdf capture-g12etdyk.png

Soumi · Accepted Answer

Running Head: GENDER DIVERSITY IN LEADERSHIP MANAGEMENT	1
GENDER DIVERSITY IN LEADERSHIP MANAGEMENT				10
GENDER DIVERSITY IN LEADERSHIP MANAGEMENT
GENDER DIVERSITY IN MANAGEMENT TEAM LEADS TO INNOVATION AND DEVELOPMENT IN THE ORGANISATION ENVIRONMENT
(RESEARCH PROPOSAL)
Table of Contents
1.0 Introduction	3
2.0 Conceptual Framework	3
2.1 Gender Diversity	3
2.2 Leadership Management	4
2.3 Organisational Innovation	4
2.4 Organisational Environment	5
3.0 Literature Review	5
4.0 Research Plan	8
5.0 Gantt Chart	10
References	11
1.0 Introduction
	Managing the gender diversity at workplace has been one of the primordial tasks of the leadership of organisational settings. As mentioned by Ruiz-Jimenez, Del Mar Fuentes-Fuentes and Ruiz-Arroyo (2016), creating gender diversity is beneficial as it offers consistent innovation and workplace creativity, ensures reduced gender gaps and promotes healthy workplace. 
Posing in opposite direction to that of the arguments presented by Ruiz-Jimenez, Del Mar Fuentes-Fuentes and Ruiz-Arroyo (2016), Robert Jr, Dennis and Ahuja (2018) argued that gender diversity is not gender equality, as there are jobs, which requires specific gender staffs to get executed properly, as seen in female staffs being better nurses, while male staffs being better vehicle mechanics. 
	In the proposed research, the areas of gender diversity in context of leadership management, which has not been explored through critical research studies, have been explored within a limited timeframe. Considering the diverse views revolving around gender diversity and leadership management, both Telstra and Woolworths have been selected. In order to form a firm foundation of generic data about the chosen topic of the proposed research, a critically assessed literature review is provided, in addition to which a research plan is also provided for deeper understanding.
2.0 Conceptual Framework
2.1 Gender Diversity
	Considering the fact that every specific gender have their mutual perception of the society, organisation and thought process, people from different gender are included within a specific setting to cater the diverse range of thought and perception for benefit. As supported by de Aquino and Robertson (2018), gender diversity refers to a specific setting, where people from different gender break the domination of specific gender and offer different approach for the same outcome, creating a comparative perspective for betterment. On the other hand, Dworkin and Schipani (2018) argued that gender diversity is a strategic move to increase customer base and create goodwill in the market, posing as an organisation that has scope for both gender types.
2.2 Leadership Management
	The aspect of leadership management depends on the nature and size of respective organisations. As noted by Chou and Ramser (2019), the role played by leaders within an organisational setting does not depend on the designation; instead, it depends on the exertion of power over the staffs and the efficacy of management. As observed by Cheung, Yeung and Wu (2018), leaders are highly supported by organisational upper management, showing their trust in leaders, which leads to leaders ability to take decisions for the benefit of the organisation. 
The leaders’ perception, as opined by Garcia-Solarte, Garcia-Perez de Lema and Madrid-Guijarro (2018), regulates the degree of gender diversity considered within organisations. The skills of the leaders, as mentioned by Kelan and Wratil (2018), in managing the diverse gender staffs and the perception about the benefits of gender diversity determines the nature of workplace culture.
2.3 Organisational Innovation
	Organisational innovation refers to the use of latest technology and strategies, which are incorporated in the context of market changes or need for refined performance. As stated by Brimhall and Mor Barak (2018), organisational innovations, make organisations capable of taking advantage of the latest market trends and the exclusiveness of the approach, offering something new that the rivals in the market cannot provide. As opined by Said, Galal, Joekes and Sami (2018), the preference for attaining gender diversity is also aimed at organisational innovation, as staffs from diverse genders are considered to be sources of innovative approach to situations and organisational refinements.
2.4 Organisational Environment
	Organisational environment refers to the surrounding, in which an organisation performs. As identified by Annabi and Lebovitz (2018), organisational environment is of two types- internal environment and external environment. As stated by Kara, Kim, Lee and Uysal (2018), the internal environment of an organisation refers to the working atmosphere, the culture and the functional system within the organisation, mainly concerned with the performance.
The external environment of a business organisation, as mentioned by Alhejji, Ng, Garavan and Carbery (2018), refers to the marketplace, where the organisations compete with one another in order to get the highest market share. It not only requires the internal performance, but also positive customer perception, innovative approach, for which gender diversity is essential within the organisation. 
3.0 Literature Review
	Gender diversity at the workplace has been considered as a profound influence of workplace culture development for better performance and corporate culture development. As opined by Kato and Kodama (2018) as well as Grosser and Moon (2019), the inclusion of gender diversity-oriented culture is capable of generating cash flow circulate through both –male and female staffs, ensuring economic balance and promotion of gender equality and gradual restraining of male dominance in career pursuing, considering the gender diversity as a means of Corporate Social Responsibility. Kato and Kodama (2018) and Grosser and Moon (2019) are of the belief that gender diversity acquiring at organisations generate goodwill, which also helps in organisational benefits. 
	Taking note of the workplace issues arising out of gender diversity, as opined by Iskandar, Rahim, Yussoff and Bakar (2018) as well as Grey and Janus (2018) gender diversity in organisation create communication gap between two different types of genders, which ultimately brings down the performance level and hence, gender diversity is only a means of providing employment to diverse gender staffs and has very little to do with organisational performance improvement,

Running Head: GENDER DIVERSITY IN LEADERSHIP MANAGEMENT 1 GENDER DIVERSITY IN LEADERSHIP MANAGEMENT 2 ASSIGNMENT 1.1 OUTLINE FOR BUSN20019 GENDER DIVERSITY IN LEADERSHIP MANAGEMENT GENDER DIVERSITY IN...

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