BUSFP4012 Capella University Leadership Theory Creation Paper

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Business Finance

BUSFP4012

Capella University

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Complete Assessment 3 based on my interview questions on assessment 2

Please follow all INSTRUCTIONS for assessment 3

No plagisirsm at all

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11/19/2019 Assessment 3 – BUS-FP4012 - Fall 2019 - Section 01 Assessment 3 Interviews With Leaders Details Attempt 1 Available Tutorials Support Attempt 2 Bryan Nickerson Log Out 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 https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_215013_1&content_id=_8132449_1&mode=reset CHECK YOUR PROGRESS 1/5 11/19/2019 Assessment 3 – BUS-FP4012 - Fall 2019 - Section 01 Use this online tool to track your performance and progress Tutorials Support Log Out through your course. Bryan Nickerson SHOW LESS  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. https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_215013_1&content_id=_8132449_1&mode=reset 2/5 11/19/2019 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 Tutorials Support Log Out Bryan Nickerson 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? SHOW LESS  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. https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_215013_1&content_id=_8132449_1&mode=reset 3/5 11/19/2019 Assessment 3 – BUS-FP4012 - Fall 2019 - Section 01 Wheatley, M. J. (2006). Leadership and the new science: Discovering order in a chaotic world (3rd ed.). San Tutorials Support Log Out Bryan Nickerson 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. SHOW LESS  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 https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_215013_1&content_id=_8132449_1&mode=reset 4/5 11/19/2019 Assessment 3 – BUS-FP4012 - Fall 2019 - Section 01 Use the scoring guide to enhance your learning. Tutorials Support Log Out VIEW SCORING Bryan Nickerson GUIDE How to use the scoring guide SUBMIT ASSESSMENT This button will take you to the next available assessment attempt tab, where you will be able to submit your assessment. https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_215013_1&content_id=_8132449_1&mode=reset 5/5 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 3 References Holbeche, L. (2010). HR leadership. Amsterdam: Butterworth-Heinemann. Vlamis, A. (1999). Smart leadership. New York: AMA Publications Division. LEADERSHIP THEORY 4
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Running head: LEADERSHIP CHARACTERISTICS VERSUS EFFECTIVE LEADERSHIP

Leadership Characteristics Versus Effective Leadership
Name
Institution
Date

Leadership Characteristics Versus Effective Leadership

LEADERSHIP CHARACTERISTICS VERSUS EFFECTIVE LEADERSHIP

2

As I was conducting the interviews, I came across two managers in different managerial
positions and asked various interview questions related to their style of leadership and their
attributes that are relevant to effective leadership.
The first question that I asked was, how would the staff under you and the colleagues you
have worked with before describe the leadership traits you have? The question was aimed at
addressing the traits or characteristics that the leaders had and how these characteristics are
relevant in exercising effective leadership. The managers took the time to respond to the question
since they were evaluating the perceptions that their employees have towards them. Among the
answers I got from the managers included:
Accountability
Both leaders identified accountability as one of the important traits that they possess ...


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