Description
Assignment details:A 3,500 word written assignment in two parts: Part A: ‘Critically analyse the leadership influence in an organisational change event (given as a case example) which this year is the sale of Blackwells books to Waterstones. Part B A personal reflection on your leadership experience linked to learning from the module (the learning log) together with your future development needs.see attached the files to help you in this assignment .the. References and citations should be in UWE Harvard style and the work must be Free of Plagiarism .
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UMODFH-15-M Leadership, complexity and change
Case study information
The case study is the sale of Blackwells books to Waterstones in Feb 2022. You are asked to consider
the leadership of the change event. You can look at this from the viewpoint of Waterstones,
Blackwells, Elliot investments and / or Barnes and Noble. In weeks 7 and 9 and 11 we will spend the
seminar working on this part of the assignment. Before week 7, please take a look at some of the
information below to familiarise yourself with the background and some of the key characters. There
are many leaders to be considered. Details are below.
Waterstones MD is James Daunt. He is also the CEO of US book company Barnes and Noble. The
books chain is owned by Elliot Investments.
The president of Blackwells is Tony Blackwell and the outgoing CEO was David Prescott.
There are a couple of articles below which will give you an overview:
https://www.thebookseller.com/news/waterstones-buys-blackwells-for-undisclosed-sum
https://www.bbc.co.uk/news/uk-england-oxfordshire-60570642
More on James Daunt can be found here:
https://www.foxnews.com/video/6330443796112
https://www.c-span.org/video/?528079-4/barnes-noble-ceo-state-bookselling
More on Tony Blackwell, David Prescott and the decisions behind the sale can be found here:
https://news.sky.com/story/family-owned-bookseller-blackwells-in-shop-window-for-first-time-in143-years-12530187
Case Study
Leadership styles and strategic leadership: a comparative analysis of two CEOs in the
insurance industry
Introduction
The purpose of this case study is to examine the leadership styles of two Chief Executive
Officers (CEOs) who have led Zurich Insurance Group, one of the largest insurance companies in
the world. Founded in Switzerland in 1872, Zurich has been at the forefront of the insurance
industry for over a century and a half, offering a comprehensive range of products and services
to individuals and businesses across more than 200 countries worldwide (Zurich, 2022). By
analysing the leadership approaches of these two CEOs, we can gain valuable insights into the
effectiveness of different leadership styles and their impact on organizational success in the
insurance industry.
The first part of the essay will focus on analysing separately the main characteristics of the CEOs
leadership style, and the results they had obtained on their track records. Mario Greco is the
current CEO of Zurich since 2016. He became the CEO from inside the company, and after
several positions in the firm, which is very common within the Zurich structure. Greco has a
broad experience in the insurance industry, he was appointed CEO of Allianz Group and the
Eurizon Financial Group. On the other hand, the former CEO was James Schiro, who had a
diverse background in services firm partnership. Schiro became the CEO of PwC and was
director of number of multinational companies such as PepsiCo, Philips and Goldman Sachs.
Schiro was the first executive who came from outside the firm and took the top position of
Zurich thus, he helped the firm to recover its profitability through his turnaround plan.
The second part of this essay will analyse the similarities and differences between the
leadership styles of Greco and Schiro and explore the impact of their decisions. Additionally, the
case study will demonstrate how Greco and Schiro were a good example of people who
combined their leadership style with strategic plans and ideas to reach their targets. Ultimately,
the case study will provide an insight into how effective leadership can drive success, which
according to Hugues (1998), it is more vital to organizations than ever before.
What is effective strategic leadership in insurance?
The distinctions between conventional leadership and strategic leadership are small, but they
are significant. The way in which leadership principles are used is one of the key variations
(Stowell and Mead, 2016). Strategic leaders not only handle today’s expectations, but also focus
on the future, playing different roles and building a common vision. According to Hambrick
(1989), strategic leadership involves leading through others. This type of leadership mainly
focuses mainly on people who are responsible for an organization (e.g., top managers or top
executives), their features, actions, and their influence on the firm.
Leaders in organizations can influence organizational processes, performance and outcomes,
among others. However, the level of influence will rely on the situation, traits and skills of the
leader (Yukl, 2012). Hughes (1998) proposed an integrative framework for strategic leadership,
composed by the perspectives of the individual leader (personality, experiences, motivation),
the competitive environment (technology, digitalization, culture, merger and acquisitions) and
the organization (teamwork, systems, climate). The framework points out the interaction
between these three perspectives (perspectives of the individual, competitive environment and
the organization) rather than focusing on individually.
There are different sources of influence within an organization. The CEO of a company usually
has more influence than others, and this increases in times of crisis (Yukl, 2012). Moreover, it is
important to remember that leadership effectiveness depends on the generic skills of the
leader as well as the firm’s knowledge and relationships developed over time (Leavy and
Mckiernan, 2009). The current CEO of Zurich, a multi-line insurance company is Mario Greco.
He has been the CEO of the group since March 2016, and had served in Zurich in different top
positions since he joined the group in the year 2007 (Zurich, 2023).
The Zurich Annual Report (2023) provides some insights of Greco’s leadership style. Greco
explained how Zurich was handled to overcome and adapt rapidly to some obstacles such as
the pandemic, a war in Europe and years with the worst natural catastrophes. Also, he focuses
on the importance of customer satisfaction, and new financial targets for the upcoming years.
As Yukl (2012) argues, a transformational leader makes people aware of the importance of task
results, and they feel motivated to put in extra effort than they originally planned to do. This is
reflected in the successful conclusion of the strategic cycle (2020–2022), with the highest
business operating profit since 2007 (Zurich, 2023). In addition, it is known that one of the
effects of transformational leadership on organizations is related to the improvement of the
performance of the organization (FangGuo et al., 2016).
Moreover, there are other features associated with Greco’s transformational leadership. Bass
(1985) stated that transformational leadership is composed of charisma, inspirational
motivation, intellectual stimulation, and individualized consideration. In an interview with
Thomson Reuters (2022) Greco showed more features of his personality, including charisma,
passion for his job, confidence, sociability and energy. He explained that during the pandemic, it
was difficult for him to transmit his energy virtually to people. Greco believes that in addition to
his functions as a top manager, part of his job is to give his colleagues confidence and trust so
they can be sure they are doing the right work. This is supported in the Zurich Annual Report
too (2023, p.12) when he claimed, “no matter what lies ahead, I have every confidence that our
people will respond with the same agility, confidence and ingenuity”.
Furthermore, Conger and Kanungo (1998) explained that a charismatic leader needs to act
different roles within the organization to achieve their objectives. These roles are as an
evaluator (searching for challenges to overcome and opportunities to use), as a visionary
(setting realistic goals for the firm, groups and individuals) and finally the leader needs to
influence the member’s attitudes, behaviours and values. The current CEO of Zurich seems to
understand and play these roles (evaluator and visionary) within the organization. For instance,
Greco explained on the annual report (2022) the targets for the next strategic cycle (20232025), the challenges related with climate change and the importance of improving customer
interactions, using available data sets, technology and innovation.
Another feature about Greco’s personality, which plays a role in his leadership style is
optimism. During his interview with Thomson Reuters (2022) he claimed that he is never
worried; in fact, he relies on data to solve problems and achieve targets. A leader’s optimism
and self-confidence are important to influence others, but in some cases, this overconfidence
may blind the leader to recognize flaws in his or her own vision or strategy. Therefore, if
followers are over trusting the leader, they may be decreasing their capacity to evaluate goals
and vision objectively (Finkelstein, 2006). This hubris or excessive self-confidence is regarded as
a trait of the “dark side” of charisma, which can result in a defensive behaviour in response to
negative feedback and raise concerns about the evaluator competence and their techniques
(Judge, 2009).
So far, this case study analysed the leadership style and their effectiveness for the current CEO
of Zurich. Greco uses his transformational leadership and charisma to influence followers to
accept the leader’s goal and make the group believe they can contribute to reach it (Bass,
2006), improving the performance of the organization. However, there will be some followers
that will identify themselves with the leader’s vision and others who will not share the same
vision may become rivals (Yukl, 2012). The firm has over 60,000 employees in more than 200
countries and territories around the world (Zurich, 2022). Therefore, it is less probable that the
entire group share a common vision and accept the leader’s goal as their own, which can cause
some challenges in the long run.
The following paragraphs will focus on the leadership style and effectiveness of the former CEO
James Schiro, and a comparison between both leadership styles will be made. The former CEO,
agreed in an interview for Leaders Magazine (2009) that the number one priority in a business
is developing confidence within their own people and organization. Additionally, he advised
that communication is key. Schiro tried to meet personally as much employees as possible to
develop an honest and trustworthiness relationship, as well as listen to them. As a leader, he
shows himself approachable, self-confident, honest and able to empower and motivate others,
which are traits of transformational leadership style, according to the model produced by
Alban-Metcalfe and Alimo-Metcalfe (2000).
Schiro highlighted the significance of transformative CEOs boosting strategic flexibility through
their influence on firm members. He explained in an interview (Leaders Magazine, 2009) that
leadership should focus more on flexibility rather than command and control behaviours.
According to Yin et al. (2022), transformational CEOs can build up firm’s strategic flexibility
through their influence, and this can enhance firm innovation. During 2007–2010, Zurich
generated significant success through the innovation on products and services. They launched
multiple successful initiatives in different countries across the globe. For example, in Brazil they
designed microinsurance products with the help of the targeted community, and later they
partnered with a bank to sell microinsurance. As a result, Zurich improved financial inclusion
and reduced household vulnerability risk in the Brazilian community (SDC, 2015).
When Schiro became CEO of Zurich in the year 2002, the firm was in a very difficult financial
position. In an interview with Leaders Magazine (2010) Schiro explained that one of the key
elements for his turnaround plan was to create a common vision. The “Zurich Way” became
their corporate vision, designed with sufficient passion to inspire enthusiasm through the
individuals of the organisation. Schiro’s leadership style can be described as a mix of
transformational and transactional. He was known for his ability to motivate and inspire
employees, but he also had a strong focus on results. According to Bass (1999) the best
leadership is a combination of both transformational and transactional styles.
Transactional leadership focuses on the role of supervision and group performance to achieve
specific outcomes, ensuring compliance with expected behaviour, regardless of a follower’s
personal values. According to Odumeru and Ifeanyi (2013), transactional leadership is effective
in crisis situations and when a project needs to be done in a specific way. On the other hand,
transformational leadership is based on the idea that followers willingly undergo a
transformation of their inner beliefs and motivations to align with the leader’s vision and core
values. In accordance with Hollander (1995), when a transactional leader tells the truth, keeps
their promises, conducts fair negotiations, and allows for free choice, their leadership can be
considered ethical or moral.
In contrast, despite their different leadership styles, both CEOs had to guide Zurich and lead the
firm in very complex scenarios, demonstrating their ability to lead in a changing environment.
In the case of Schiro, he helped to bring the then troubled insurer back to profitability. In that
time, his turnaround plans forced Zurich to sell or put into run-off all non-core businesses,
resulting in several jobs cuts (The Herald, 2002). For Greco, since 2016 some of the relevant
challenges handled so far were the COVID-19 pandemic, which caused an anticipated rise in
claims, the war in Europe, geopolitical uncertainty, economic recession and climate related
catastrophe losses, among others (Zurich, 2023). Despite this crisis period, both CEOs achieved
record results, reaching the highest business profit of the firm.
The role of a CEO in leading change is perhaps the greatest challenge they face. The ability of
leaders such as Greco and Schiro to navigate significant changes during their tenure is an
example of their capacity to adapt the organization to significantly changing circumstances. As
mentioned by Kotter (2012), successful changes in organizations start with leaders establishing
what the future should look like, unite people with that shared vision, and inspire them to
persevere in the face of adversity.
Organizations need to be ready for changes and future challenges in the next years. It is
important that leaders are flexible and adaptable to lead change successfully. Leadership is not
constant, there is no specific style that will be effective in all situations and contexts. The key is
that effective leaders need to behave differently depending on the situation that they are
facing (Geier, 2016). Despite their different leadership styles, both Greco and Schiro were
effective strategic leaders who were able to guide Zurich through challenging times.
Conclusion and recommendation
In conclusion, this case study examined the leadership styles and effectiveness of two CEOs of
Zurich Insurance Group, one of the world’s largest multi-line insurance companies. The study
analysed the leadership styles of Mario Greco (current CEO) and James Schiro (former CEO), as
well as their track records, similarities, differences, and the impact of their decisions on the
firm. It also explored the concept of effective strategic leadership in the insurance industry and
discussed how strategic leadership differs from conventional leadership, focusing mainly on
people responsible for an organization, their actions, and their influence on the firm.
The analysis revealed that effective strategic leadership is essential for organizations.
Additionally, the case study confirmed that a combination of both transactional and
transformational leadership style is effective, especially during times of crisis. The CEO’s role in
an organization is critical, and their level of influence will depend on the situation, traits, and
skills of the leader. Furthermore, the study showed that leadership effectiveness depends on
the generic skills of the leader and the firm’s knowledge and relationships developed over time.
Lastly, the case study showed how effective strategic leadership, combined with a clear vision
and strategic plan, can help organizations overcome challenges and succeed.
Finally, due to globalization of economy, technological innovations and social trends
competition will speed up in the next few decades, and organizations need to be ready for
future challenges (Kotter, 2012). Therefore, an important recommendation to leaders is to be
more adaptable in order to overcome obstacles and learn to lead in change successfully.
Additionally, strategic leaders need to take one step further, they need to think strategically, be
proactive to offer innovative solutions. To rephrase the idea, leaders need to be able to
translate strategic ideas into tangible outcomes (Stowell and Mead, 2016).
References
Alban-Metcalfe, R.J. and Alimo-Metcalfe, B. (2000) An analysis of the convergent and
discriminant validity of the transformational leadership questionnaire. International Journal of
Selection and Assessment. [Online] 8(3), pp. 158-75 [Accessed 29 April 2023].
Bass B. M. (1985) Leadership and performance beyond expectations. New York: Free Press.
Bass, B. M., Steidlmeier, and Paul, (1999) Ethics, Character, and Authentic Transformational
Leadership Behavior. The Leadership Quarterly [online]. 10 (2), p. 5. [Accessed 16 April 2023].
Bass, B. M. (2006) Transformational Leadership. Psychology Press, 2nd edition. [Accessed 27
April 2023]
Conger, J. A. & Kanungo, R. N. (1998) Charismatic leadership in organizations. Thousand Oaks,
CA: Sage.
FangGuo, S., DeJun, C. and XiaoFan, H. (2016) Impact of transformational leadership on service
performance: Multilevel model of mediation. Tourism Tribune, [Online] 31(5), pp. 101-10
[Accessed 27 April 2023].
Finkelstein, S. (2006) Why smart executives fail: Four case histories of how people learn the
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Greco M. (2022) LIVE: Zurich Insurance CEO Mario Greco discusses assessing climate risk with
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April 2023].
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Picture. Strategic Management Journal [online]. 10, pp. 5-15. [Accessed 26 April 2023].
Herald and Times Archive (2002) Zurich Financial cuts 4500 jobs world-wide Insurer says impact
on Scotland will be minimal. The Herald [online] 6th September. Available from:
https://www.heraldscotland.com/news/11952031.zurich-financial-cuts-4500-jobs-world-wideinsurer-says-impact-on-scotland-will-be-minimal/ [Accessed 02 May 2023].
Hollander, E. (1995). Ethical challenges in the leader-follower relationship. Business Ethics
Quarterly [online]. 5, 54- 65. [Accessed 02 May 2023].
Hughes, R. (1998) Leadership in Action: Strategic Leadership [online]. Center for Creative
Leadership. [Accessed 22 April 2023].
Judge, T., Piccolo R.F., Kosalka, T. (2009) The bright and dark sides of leader traits: A review and
theoretical extension of the leader trait paradigm. The Leadership Quarterly [online]. 20, pp.
855-8755. [Accessed 29 April 2023].
Kotter, J.P. (2012) Leading Change [online]. New Edition (originally published in 1947). Boston,
Massachusetts: Harvard Business Review Press. [Accessed 02 May 2023].
Leaders Magazine, Inc (2009) Defining Leadership, An Interview with James J. Schiro, Chief
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2023].
Leaders Magazine, Inc (2010) The Zurich Story, An interview with James J. Schiro, Former Chief
Executive Officer, and MArtin Senn, Chied Executive Officer, Zurich Financial Services Group.
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April 2023].
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& Sons, Inc. [Accessed 02 May 2023].
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Summary Pointers – Part 1 Essay
Leading and Managing the Internal
Implementation of Organizational Change
Focus on the people aspects the internal
implementation and leadership of organisational
change (i.e. employees, managers, and leading of
change)
NOT the business case, not customers, not services
Dr Roz Gasper
Nine Principle Considerations in Process of
Organisational Change
1. No silver bullets
2. Shifting terrains are the norm
3. Allow time
4. Multiple Voices and Changing Views
5. Change as a Learning Experience
6. Training and new skills acquisition
7. Effective communication
8. Change as power-politics
9. Temporality & Paradox
Dawson & Andriopoulos (2017 Table 5.4 p180)
A processual framework (Dawson 1994, 2012)
Substance of change
Context of change (Past, present and future)
Scale and scope
(e.g. from small discrete to large radical change initiatives)
External context
(e.g. market, legislation, political events)
Defining characteristics
(e.g. two change projects with same label may be very different, so
concerned with content)
Internal Context
i.
Human resources (e.g. work relations, teamwork)
ii.
Administrative structures (e.g. job design, work structures)
iii. Technology (e.g. plant, machinery, tools)
iv. Product or service (e.g. core business activity)
v.
History and culture (e.g. contextual evolution of shared
beliefs and assumptions)
Timeframe
(e.g. stops and starts from conception thought to routine
operation)
Perceived Centrality
(e.g. extent to which change seen as central to company survival)
Politics of change
External political activity
(e.g. lobbying of politicians, strategic alliances, market positioning,
stakeholder and competitor discussions)
Internal political activity
(e.g. consultation, negotiation, conflicts and resistance, which
occurs within and between groups and individuals during the
process of organizational change)
The
change
process
Sensemaking and sensegiving
Past
Present
Future
Substance
The substance of change refers to the defining characteristics, materiality,
social perception, temporality and the scale and type of change.
Substance of change
Scale
and scope
understand
(e.g. from small discrete to large radical
change initiatives)
Defining characteristics
(e.g. two change projects with same label
may be very different, so concerned with
content)
Timeframe
(e.g. stops and starts from conception
thought to routine operation)
Perceived Centrality
(e.g. extent to which change seen as
central to company survival)
What are the theories that help
substance of change?
Context
The context of change includes external elements such as the business
market environment, and internal elements such as organisational
history and culture.
Context of change (Past, present and future)
External context
understand
(e.g. market, legislation, political events)
Internal Context
i. Human resources (e.g. work relations,
teamwork)
ii. Administrative structures (e.g. job design,
work structures)
iii. Technology (e.g. plant, machinery, tools)
iv. Product or service (e.g. core business
activity)
v. History and culture (e.g. contextual
evolution of shared beliefs and
assumptions)
What are the theories that help
context of change?
Politics
The politics of change incorporates the exercise of power in making
decisions, building alliances, writing and recreating organisational
histories, and rationalising strategies.
Politics of change
External political activity
(e.g. lobbying of politicians,
strategic alliances, market
positioning, stakeholder and
competitor discussions)
Internal political activity
(e.g. consultation, negotiation,
conflicts and resistance, which
occurs within and between groups
and individuals during the process
of organizational change)
What are the theories that help understand
politics of change?
Sensemaking and sensegiving -Past, Present and Future
Past
Future
How the change process / changes have been handled in this
department/ organisation before (well, badly)
What recommendations do you make for future changes in this
organisation
Impact on staff (loss of jobs, anxiety, fearful of change or positive
and learnt how to change)
Dictated/ Authoritarian or Collaborative (do staff trust
management to choose the needed change and then implement
it)
What are the stories told about this change?
How ready are people to change again (or not)?
Present
What has been put in place to ensure the change is handled well?
Have past lessons been learnt?
Will this organisation be able and ready to change ?
The
change
process
Sensemaking and sensegiving
PAST
What is change plan?
Is there agreement on what the change is?
PRESENT
Who has been consulted and how is the change being monitored?
What are current politics, different stakeholder positions?
How is the change being led?
FUTURE
Questions to ask when leading / managing
organisational change
• How to communicate and lead change?
• How to avoid resistance and motivate people?
• How to control and minimize the disruptive
aspects of change during implementation?
• How to shape the political dynamics of change
so that power centres develop that support the
change rather than block it?
• How to reach desired state over time?
Analysis of the internal implementation of Change
• What went wrong and why?
• And/ or what went well and why?
• What were the ‘mindsets’ regarding the change (of
leaders/ middle management/ front line employees)?
• What were the key issues or indeed successes in the
process of the implementation that you can analyse and
evaluate with relevant models and theories?
• What were the key factors prior to the change and
during that affected the implementation?
• What would you have done or recommend doing
differently?
• Which theories can you apply to strengthen your analysis
(these slides, previous slides and your reading?)
Working in small groups
• Identify the experience/ case of the implementation
of organizational change you will use for Part 1 of the
essay
• Identify some of the key arguments and points you
might make and discuss about the implementation of
this change in your Part 1
• Consider, have you read sufficiently to analyse and
evaluate with relevant theories and models?
If you do this quickly – or are unable to identify a case of change please access the readings recommended in slides 11 & 12 – the
Schedlitzki & Edwards ch 8 pages are the shortest and a good
introduction if read with the Buchanan chapter to identify
relevant theories
Starter / Recommended Reading (Harvard style alphabetical order)
Note: the articles are all accessible within the UWE library search system; including the eBooks. Searching
‘Organizational Change’ or ‘Change Management’ will bring up additional references/ journals and books.
These are a good place to start….
Beerel A C (2009) Leadership and Change Management, Sage
Publications excellent book available as eBook access through UWE library
Buchanan D A & Huczynski A (2017) Organizational Behaviour, Pearson
Read Chapter 19 – Change (pp 636-666). This is a review and introduction to
organisational change, eBook access through UWE library.
Cameron E & Green M (2015) Making sense of change management: a
complete guide to the models, tools and techniques of organizational
change, Kogan Page good practitioner/ cross over academic oriented book that
draws on theory. The latest edition is available as eBook through UWE library. The
earlier 2015 and 2017 edition can be bought quite cheaply second hand.
Colville I D, Waterman R H & Weick K E (1999) Organizing and the search
for excellence making sense of the times in theory and practice,
Organization, 6 (1) 129-48 academic and potentially tricky read
Starter/ Recommended Reading cont.,
Dawson P & Andriopoulos (2017) Managing Change, Creativity &
Innovation, 3rd Edition available as an e book through library
Rowe W G (2001) Creating wealth in organizations: The role of strategic
Leadership, Academy of Management Executive, Vol 15, No 1,
pp81-94 easy read accessible article
Schedlitzki D & Edwards G (2017) Studying Leadership – Chapter 8 (pp14149) are specifically on leading change – already your core text
Stadler C (2007) Four principles of enduring success, Harvard Business
Review, 85 (7/8), 62-72 easy read accessible article
Vakola, M. (2014) ‘What’s in there for me? Individual readiness to
change and the perceived impact of organisational change’. Leadership
And Organisation Development Journal, 35/3: 195-209 easy read
accessible article
Wessel M & Christensen C M (2012) Surviving Disruption, Harvard
Business Review, 90 (12) 56-64 easy read accessible article
Video Resources
How do we manage or lead change?
John Kotter
Key differences between management
and leadership
http://www.youtube.com/watch?v=SEf
gCqnMl5E
Video Resources
How to Manage Change
https://www.youtube.com/watch?v=PQ0doKfhe
cQ
10 Principles of Leading Change (Clip 4.49
minutes)
Introduction to Academic Essay Writing v1
Your experiences within your organisation and on the course so far
are what you analyse and reflect on using relevant themes and topics
(have a copy of the written assignment question options with you)
Stages in the Essay Writing
1. Analyse the question understand the task
(Brainstorm)
2. Establish a possible point of view (argument)
3. Research the topic – take notes
4. Organise ideas & write an essay plan
5. Write 1st draft (introduction, body & conclusion)
6. Set aside
7. Edit your essay
8. Review
9. Finalise your references and citations
10.Final draft completed – hand it in
1. Analyse the question (Brainstorm)
2. Establish a possible point of view (argument)
?
WHAT
WHERE
WHY
Experience
Key
word
What is the
relationship?
Essay Task
What is the
relationship?
Key
word
What is the
relationship
HOW
WHEN
WHO
Theories,
models,
concepts
What are the
connections
between
these?
Theories,
models,
concepts
HOW to choose your theories
– Which theories apply…
AND/OR
– Which theories do you understand
that can be applied to your topic /
practice in your organisation and
your experience to make relevant
arguments
Earn Marks through making points/ arguments
Always make points and arguments
Consider using a PEEL type formula (or EELP/ or LEEP
within paragraphs)
P = point/argument you are making
E = example (keep description to a minimum)
E = explain with theory (keep description to a minimum)
L = link/ synthesise/ evaluate (e.g. Why are you
making this point? How does it relate to other
points you are making? How important is this
point?)
The structure of an academic essay
Introduction
• Orientate the reader
• Identify the focus
• State your argument.
• Essay organisation (ie explain structure)
Main Body
• Develop an argument in relation to question
• Argument points
• Be analytical, critical and evaluative in tone a
