MAN4143 M3 Rasmussen Being Successful Team Leader

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Question Description

For this paper assignment, you determine the characteristics of your “invisible mentor” (DAVE SCHULTZ) that makes that person effective and successful at leading teams. Assess the actions, behaviors, and characteristics of your mentor associated with team leadership; do the same for yourself. Then, compare yourself to your mentor and determine how you can develop these leadership characteristics.

For the assignment, submit the following in a FIVE-MINUTE presentation (voiceover with visual).

How do I create an audio recording for my class assignment?

  • Assessment of the actions, behaviors, and characteristics your “invisible mentor” has that make him/her an effective and successful leader of teams.
  • Assessment of your own actions, behaviors, and characteristics to be an effective and successful leader of teams.
  • Comparison between the two:
    • What is similar?
    • What is different?
    • What is the best approach for you to develop these characteristics?



Running Head: IDENTIFICATION OF A LEADER Module 01 Course Project Identification of Leader Matthew Marquette Rasmussen College B492/MAN4143 Author Note This paper is being submitted on January 6, 2018, for Professor Ronald Curtis B492/MAN4143 - Online. 1 IDENTIFICATION OF A LEADER 2 Identification of a Leader The leader whom I believe to be effective and successful is Dave Shultz, my supervisor in a company I worked with in the past. To date, he remains as one of my greatest leaders I would like to emulate because of his exceptional leadership qualities. I would choose Dave as my “invisible mentor” because of his exceptional leadership qualities. Being a social man, he always led by an example and promoted values of accountability, honesty and integrity in our activities. No matter his status, he always remained humble and recognized success of our team members. All the employees loved working under him given that he was respectful and embraced teamwork in his leadership. He was always committed and had passion in whatever he did. More importantly, he believed everyone has some unique potential, and always encouraged everyone to exploit his or her potentials. He was always a patient man, who had an ear for everyone, and I always empowered our team to give their best through motivation and inspiration. Being visionary and having a goal-oriented focus, he did his level best to show people can work together and achieve the best for our company. He was an inspiring figure to everyone, who always sought to see everyone succeed amidst any challenges. Also, Dave remains my admired “invisible mentor” based on his creativity and innovation. He could always find a way through difficult situations and inspire hope where none existed before. Interestingly, besides him being humble, he exuded a great sense of courage and decisiveness in his plans, and always sought to bring everyone on board since he cherished teamwork. Further, Dave was a great communicator, someone who not only communicated concisely and tactfully but also listened attentively, clarified misunderstandings and asked intelligent questions.
Module 02 Course Project Assess Leadership Style of Self and Leader Matthew Marquette Rasmussen College B492/MAN4143 Author Note This paper is being submitted on January 13, 2018, for Professor Ronald Curtis B492/MAN4143 - Online. MOD 2 project Assess Leadership Style of Self and Leader (leadership course) 1. An evaluation of the assessment In evaluating results of the two assessments, they give very comprehensive results on leadership style. The assessments present various types of leadership styles that one can use to advance their places of work. On evaluating the assessments am in total agreement with the results. Multiple careers and professions require different types of leadership styles. This is because various occupations call for multiple qualities of leadership. A leader can apply a single form of leadership or combine multiple styles so that they can achieve their professional goals. In evaluating the assessment one, there are various leadership styles, and each has their strong points that make them efficient in various professions. To begin with, the energizer style of leadership entails coming up with a strategic vision and marshaling energy to drive people especially employees towards achieving the set goals. In bringing people together, there is definite cooperation towards a task making it easy to reach a set goal. To be successful in this type of leadership one ought to have specific characteristics. This trait includes being patient. One has to take time in convincing people to come together and working towards a set goal. This kind of exercise is surrounded by many challenges which may drive people away from joining the team. Thus, patience is vital to a leader. Consequently, one should have the ability to bring others along with their thinking. In doing so, one must be obvious on what they want others to do and show the way to achieving the planned activities. More so, the leader must be in a position to encourage dissent among the people. Some conflicts arise as people perform and they must be encouraged to continue working towards the goals despite the challenges. Furthermore, the leader must always focus on the best- and worst-case scenarios that can occur in the course of doing business. This consideration helps the leader to work on avoiding the worst case scenarios. Moreover, the leader should identify the differences in their workers and capitalize on those differences to achieve greatness in their work. On top of these characteristics, other factors come to play for the leader to thrive in energizer leadership. The employees need to be visionary to achieve rapid growth in their activities. People on the organization should be influenced by capitalizing on their relationship. People should also collaborate in making their respective goal. Also, employees should have high morale in working towards the goal. Consequently, there is the supplemental collaborator style of leadership. In this type of administration, the leaders work on supporting and developing colleagues by placing them in a position where they can achieve the set goals. In so doing, they can attract talent and encourage collaboration among the employees. In attaining greatness using this kind of leadership, the leader must employ certain tactics. To begin with the leader must be in a position to create a distinct leadership brand. The established leadership brand must be modeled towards achieving accomplishing the goals of an organization. Furthermore, the leader must set a clear vision and direction for the employees to follow. This makes it easier to achieve the goals of the body. Moreover, the leader must facilitate communication among the employee by vocalizing opinions and perspectives. These way workers can share views on work-related matters enabling them to achieve success with ease. Also, the leader must be in a position to hold employees accountable depending on their role and responsibilities in the organization. The leader should ensure that workers meet their expectation and deadline and if this is not achieved workers should be held accountable. In supplemental collaborator style of leadership, achievement can be made when the leader supports employee's development and invests in their success. More so, the leader should teach employees the tricks of the trade to fight off competition and achieve greatness. Lastly, the leader must employ a collaborative, supportive and relational approach towards the employee. Lastly, there is the supplemental pilot style of leadership. This method of leadership a leader generating compelling strategies and translating them into action. The leader must come up with definite opinions, relish challenges and a productive working team that will help in translation ideas to activities. In achieving greatness in this style, the leader must possess certain traits that include ability to make space for others. Creating space for others can be achieved listening to others and being mindful of others to allow them to contribute their thought towards the success of the organization. Consequently, the leader must take time to reflect on the condition of the organization. This kind of reflection enables the leader to make changes in areas they feel that they need to be changed. The leader should also give other people a chance to lead in areas that they can achieve excellence. Lastly, on this, the leader should think carefully before making changes. This way they can evaluate how the organization will be affected and see if making such changes will be prudent. The leader will achieve goals if they come up with clear and strategic goals for their organization. Also, strengthening the workforce makes the group thrive. Lastly, employees should be given time to complete their work with an expedition. 2. The most effective style for the invisible Mentor The mentor, in this case, combines various techniques of leadership but the important style is the supplemental collaborator style of leadership. Dave is depicted as a leader who collaborates with his colleagues and subordinates as they work. He supervises his workers and assists them in whatever they do. The mentors have various traits that depict collaborator type of leadership. To begin with, he has created a distinct leadership brand that seems entirely different from other brands. Dave is quite outgoing, and he relates to each and every one. He was able to speak with people of diverse background in the course of his duties. Also, he never flaunted his powers and usually acted when relating with other people. Consequently, Dave is in a position to set clear vision and direction for his colleagues and especially his juniors. In the course of supervising he tried to correct his employees on things that they did wrong calmly and soberly. He made it clear on what the workers were supposed to do and helped them in achieving it. Furthermore, he was in a position to vocalize and share his opinions and perspectives. This trait is seen when he advises on advancing the education levels. He encourages his employees on the benefits of developing their education after finishing their bachelor's degree. He was an excellent example to others since he had obtained his master's degree and owned a business. He was sure that the workers would not regret if they took his advice and acted on it. He knew that by continuing with the education, they would be in a position to fine-tune their skills thus giving good results in their work. Lastly, Dave is capable of holding others accountable. This is seen in cases where the workers were not in a position to perform their duties as expected. He made it clear on what was expected of them and how they would achieve it with much ease. This way the workers can improve their productivity and quality of output. 3. Assessment on comparing the Invisible Mentor The leadership style used by the Invisible mentor is apparent. This is because he has shown a distinct kind of leadership. There various ways in how one can ascertain the comparison of the leader. To begin with, one can analyze how the leader relates to his employees. Multiple leaders describe differently to their employees. In the case of Dave, he has flaunted his power to his employees making it easier for him to relate to them. Consequently, the way a leader organizes his work tells more about the leader. In the case of Dave, he makes it clear on the duties and responsibility of every employee and works towards supervising them to see if they adhere to the set standards of work. Moreover, comparison of a leader can be made by evaluating how he handles mistakes committed by the employees. Leaders treat errors differently depending on their nature. In the case of the invisible mentor, he corrects the mistakes committed by employees most calmly and humanely. This makes the employee appreciate him and can work comfortably in his presence. Lastly, comparison of a leader can be made by assessing evaluating their process of making decisions. Leaders make a choice depending on past experiences and knowledge. Dave seems to take caution in every decision he makes and seems to think ahead before making a decision. He helps employees make decisions on furthering their education as he knows the outcome of knowledge to their work.
Compare Yourself to Your Invisible Mentor MODULE 03 COURSE PROJECT MATTHEW MARQUETTE RASMUSSEN COLLEGE B492/MAN4143 AUTHOR NOTE THIS PAPER IS BEING SUBMITTED ON JANUARY 20, 2018, FOR PROFESSOR RONALD CURTIS B492/MAN4143 - ONLINE. Analysis of the leadership theory I should portray      Full-Range Theory According to this leadership theory leaders should invite employees to take a part in organizational decision-making ("full range leadership model," n.d.). Leaders show consideration. Leaders share information and knowledge openly to stimulate their employees. Leaders encourages people. Leaders are influential. Assessment of the leadership theory my “invisible mentor” portrays       Dave Shultz He promoted accountability, honesty and integrity. Recognized the success of team members. Encouraged everyone. Embraced participation in teamwork. Empowered and inspired team members. Possessed good communication skills. Comparison between the two Similarities  Encourage others.  Embrace teamwork.  Empower others and recognize success. Differences Dave Shultz Me Patient Impatient Good listener Poor listener How to adapt the leadership to be more effective  Learn to be patient  Practice on how to listen to understand before responding.  Learn more about being a good and effective leader. References The full range leadership model. (n.d.). Retrieved from
Module 04 Course Project Matthew Marquette Rasmussen College B492/MAN4143 Author Note This paper is being submitted on January 27, 2018, for Professor Ronald Curtis B492/MAN4143 - Online. Description of the Change Challenge • My mentor ( David Schultz) was the Chief Executive Officer in an organization which dealt with the manufacture and sales of electric scooters. • In the recent past, the organization began experiencing severe cash flow problems • The company’s sales started declining rapidly, and debtors were no longer able to repay cash owed to the company. Explanation of the Barriers and Resistance • Poor financial performance presented a barrier to securing a bank loan. • Cutting down on expenditure on staff salaries faced stiff resistance from labour movements owing to the tough economic times. • Lack of enough cash presented a barrier to financing ongoing research and development. Process or Model used to overcome the Challenge • David Schultz decided to close all unprofitable branches. • David Schultz also employed a Marshal Plan aimed at discontinuing all unprofitable brands of electric scooters. • In addition to the above Models, David Schultz eliminated laid off staff with duplicated roles. • David Schultz automated most of the manufacturing processes to reduce lead time, cut down costs and improve efficiency. References • Avlonitis, G. J. (1983). Ethics and product elimination. Management Decision, 21(2), 37-45. • Ryan, L., & Macky, K. A. (1998). Downsizing organizations: Uses, outcomes and strategies. Asia Pacific Journal of Human Resources, 36(2), 29-45 • Parthasarthy, R., & Sethi, S. P. (1993). Relating strategy and structure to flexible automation: a test of fit and performance implications. Strategic Management Journal, 14(7), 529-549

Tutor Answer

School: UIUC


Module 03 Course Project



Assessment of the actions, behaviors, and characteristics
your “invisible mentor” has that make him/her an effective
and successful leader of teams.

My “invisible mentor” is Dave Shultz.

Embraced accountability, integrity and honesty.

He was humble and believed in hi...

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