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Assessment 3 – BUS-FP4012 - Fall 2019 - Section 01
Assessment 3
Interviews With Leaders
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Attempt 3
Overview
Based on the interviews you completed in Assessment 2, write a report that describes your interview experiences,
summarizes your findings, and analyzes your interviewees' personal characteristics as they align with effective leadership.
The purpose of this assessment is to consolidate your experience interviewing two leaders and to incorporate what you
have learned thus far about the personal characteristics of effective leaders. Your assessment will reflect your insights
about integrity, purpose, change, interpersonal skills, and keeping balance (resilience), and will embody a meaningful
leadership story at different levels of an organization's leadership.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies
and assessment criteria:
Competency 2: Reflect on personal leadership skills.
Analyze interviewees' personal characteristics and describe alignment to effective leadership.
Explain the significance of identified leadership characteristics and how they apply to personal career
progression.
Competency 3: Create an effective theory of leadership.
Summarize interview findings that contribute to effective leadership.
Competency Map
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Context
The resources in this assessment address the implications of new science for leadership. Much of the traditional literature
on organizations has been based in Newtonian images of the world as a mechanical operation where the manager's task is
to control outcomes, determine truth, and make sure things are right. New science has challenged many of these
underlying assumptions, changing the thinking about organization and the role of leaders. More emphasis is given to the
importance of identity and evolving assumptions, such as the recognition of interconnectedness. The importance of
relationship in providing the patterns of order and integrity is being recognized. Living systems are chaotic and constantly
adapting, but out of the chaos a new order is created.
Through dialogue, deep listening, and facilitating, leaders help followers create new knowledge and understanding of
system patterns that allow a value-guided organization to let go of old patterns and reemerge adapted to a new reality.
There is more recognition of the "boundary-less" nature of adaptive systems to their environments and the importance of
values, mission, purpose, relationship, and accessibility of leaders to the survival of their systems. Living systems will
naturally respond and adapt to their environments, making the leader's job much more one of empowering, encouraging
relationship, and facilitating the conversation about adaptation.
Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow
learner, a work associate, an interested friend, or a member of the business community.
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Assessment 3 – BUS-FP4012 - Fall 2019 - Section 01
Reflect on the assumptions of the new science and their implications for leaders in the 21st century. Consider the
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following:
How are the assumptions supported by the Thinking Habits of Mind, Heart, and Imagination and the New Business
Realities?
Do you see any points of conflict?
What examples of these new science implications for leaders do you see in your working environment?
How are your leaders adapting to these new assumptions?
How does the new science relate to what you have learned from your leader interviews?
How does new science explain the need for the mastery competencies suggested in Cashman's Leadership From
the Inside Out?
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Resources
Suggested Resources
The following optional resources are provided to support you in completing the assessment or to provide a helpful
context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu
of your courseroom.
Capella Resources
Click the links provided to view the following resources:
New Business Realities of the 21st Century.
Thinking Habits of Mind, Heart, and Imagination.
Information Interviewing.
Library Resources
The following e-books or articles from the Capella University Library are linked directly in this course:
Cashman, K. (2017). Leadership from the inside out: Becoming a leader for life (3rd ed.). San Francisco, CA: BerrettKoehler.
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Wheatley, M. J. (2006). Leadership and the new science: Discovering order in a chaotic world (3rd ed.). San
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Francisco, CA: Berrett-Koehler.
Chapters 1 and 2 of this book are particularly applicable.
Course Library Guide
A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to
the resources in the BUS-FP4012 – Leadership in Organizations Library Guide to help direct your research.
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Assessment Instructions
In Assessment 2, you prepared to interview two leaders in organizations of your choice. You will need to complete the
interviews before you begin this assessment. You will use the findings from your interviews in this assessment as well as
Assessment 4.
Using your notes from your completed interviews, write a report that addresses the following elements:
Thoroughly describe your interview experiences. Write the story of what happened from beginning to middle to
end. Integrate into the story the names of the people you interviewed, their leadership level, and the focus of
your interviews.
Recap your interview questions.
Summarize your findings from each question including the best stories and quotes in each interviewee's words
and some themes that seemed to pervade both interviews.
Analyze your interviewees' personal characteristics and describe their alignment to effective leadership.
Explain the significance of the leadership characteristics you identified and how they apply to your own career
progression.
Remember to edit and spell check your work before submitting it.
Interviews With Leaders Scoring Guide
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Running Head: LEADERSHIP THEORY
1
Leadership Theory Creation
Student’s Name
University Affiliation
Leadership Theory Creation
Purpose and rational for leadership interviews: The questions presented in a leadership interview
are aimed at evaluating and exploring the competencies that leaders who are recognized do have.
LEADERSHIP THEORY
2
The questions get to be designed in a way that they assess if the candidate under interview does
have the potential to be a leader or they possess the right skills of leadership (Holbeche, 2010).
Level of leadership subjected to interview: Usually, every level of leadership in an organization
gets to be subjected to interview. The interview first makes it clear whether the candidate may
work with other people in the organization or whether they are the right fit for the position that is
being filled. This, therefore, means that no position of leadership should be exempted from
interviews.
Relevant interview questions for interview protocol: the right interview questions will necessitate
that candidates offer examples of the way that they show common leadership traits and they get
to be asked the same in a competency-based way (Vlamis, 1999). Some other times they are
asked behavioral questions. Some of the relevant interview questions include the ones below:
How would the staff under you and the colleagues you have worked with before describe the
leadership traits you have? This will be asked in a bid to assess whether the candidate’s style is
in line with that of the culture of the organization.
What are some of the ethics as well as values that you show as a leader in this position? This
question aims at knowing whether the candidate has integrity issues and also whether the leader
has some values or is trustworthy.
Name certain situations in which you as a leader may fail to complete a given task. This will help
in understanding the leader more in how they would deal with failure when they stumble on the
same.
LEADERSHIP THEORY
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References
Holbeche, L. (2010). HR leadership. Amsterdam: Butterworth-Heinemann.
Vlamis, A. (1999). Smart leadership. New York: AMA Publications Division.
LEADERSHIP THEORY
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