Martin Luther King’s Letter from Birmingham Jail

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Read Martin Luther King’s Letter from Birmingham Jail. You could also listen to MLK’s reading of the letter. Both files are in the MLK folder within Course Materials.
You may also find background on the Birmingham Campaign in the MLK folder.
Applying the Transformational Leadership and Authentic Leadership models, and using examples from the letter, explain why Dr. King was or wasn’t a transformational leader and an authentic leader.
Ensure the spelling and syntax of the writing are accurate (use M/S Word tools)
Use references, minimum 5

Sample Solution

The “Letter from Birmingham Jail,” also known as “The Negro Is Your Brother” and “Letter from Birmingham City Jail,” is an open letter written by Martin Luther King Jr. on April 16, 1963. It states that people have a moral obligation to breach unjust laws and take direct action rather than waiting for justice to be served through the courts, which could take an eternity. “Injustice everywhere is a threat to justice everywhere,” King says in response to being called a “outsider.” The letter, written in response to “A Call for Unity” during the 1963 Birmingham campaign, was widely circulated and became a key text for the American civil rights movement. The letter is described as follows:

model particularly regarding leader-member relations, if the group are familiar and trusting of the leader policy implementation becomes much simpler. Similarly to leadership, understanding and adapting to the situation is key to a leader being able to implement policies that ensure a group work as a team. Teamwork is a product of good leadership, and is again the responsibility of the leader to ensure the group are working successfully together. Highly functioning teams are essential within organisations to increase productivity and member satisfaction, by utilising the talents of all group members effectively within the constraints of the task, personal relationships and the group goals (Pettinger, 2007).
Figure 2: Tuckman’s Model of Group Development (Agile Scrum Guide, 2019)
Tuckman in his Model of Group Development provides easily identifiable stages that a groups performance can be measured against, making it useful for monitoring performance, Figure 2 shows Tuckman’s model. Ranking group performance against this scale can provide leaders with a clear understanding of how the group are functioning, allowing them to implement policies to change this if performance is unsatisfactory (Pettinger, 2007). Within organisations, the theory can be loosely applied to creating teams by grouping familiar individuals with the aim that they will reach the norming and performing stage of the model quicker. For short and simple tasks this is an extremely effective way of organising groups, due to the increased short term productivity. However there are significant issues with grouping individuals in this manner, particularly when tasks become more complex, and ultimately the model should mainly be used for monitoring the progress of groups (Pettinger, 2007).
Figure 3: Belbin’s Team Roles (PrePearl Training Development, 2019)
A more functional approach of grouping individuals is to utilise Belbin’s Team Theory (Belbin, 2017). Belbin identifies 9 key roles that must be fulfilled within a group to ensure success, the roles are summarised in Figure 3. The roles cover a wide spectrum of skills that need to be present within a group to ensure success, and becomes essential when tasks are lengthy and complex. Organisations can find the Belbin roles each individual fits through a questionnaire, and thus balanced groups can be formed covering all the

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