CONTEXTThe resources provided in this assessment focus on two larger leadership topics: interpersonal and presence leadership and resilience and coaching leadership.Interpersonal leadership and leading through presence focus on a leader's ability to develop relationships and synergy and contribute to and spring out of his or her own personal power. There is a connection between knowing oneself and being able to listen to and learn from interpersonal feedback. A leader must examine whether he or she is open to other points of view or ways of working or, out of fear, shuts them down. Expressing yourself authentically, listening and appreciating others, allowing others to participate, and serving others are important leadership skills. Very possibly, good leaders develop these skills out of a comfort with their own inner self or being. Most great leaders have the capacity for deep reflection. Many use nature, music, meditation, or prayer to find inspiration and are able to quiet their thoughts and silence their own anxiety.Resilience and coaching also play a part in leadership effectiveness. In the past most leaders believed that keeping their work and their life in balance lead to better health; however, shifting our attention from time management to energy leadership allows for creating a personalized formula for sustained energy and resilience. Signs of lack of resilience include fatigue, dullness, depression, and/or life threatening habits around coffee, cigarettes, alcohol, and obsessive or manic work behavior. Healthy leaders tend to include abundant energy, optimism, vitality, and close intimate and fulfilling relationships as a having resilience. Many experienced leaders manage energy in their lives over time. They loosen up and are happier, more involved, and resilient. Coaching is important to ensure growth as a leader. Many leaders pursue reflection by self-coaching—building awareness, commitment, and practice. Coaching others provides awareness to avoid curves in the road. Mature leaders feel a responsibility not only to earn a living through authentic self-expression but also to create value by their service to the community.QUESTIONS TO CONSIDERTo 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.Based on the readings from the Cashman text, linked in the Resources, consider the following:Interpersonal Mastery: What are you learning about your tendency to open up or shut down communication and your personal beliefs underlying these behaviors? What are your growth commitments? How might you use these questions in your leader interviews?Being Mastery: After reading Chapter 7, "Being Mastery," in the Cashman text, complete the exercise entitled “Reflection, Exploring The Leader Within” with an open mind. Then, consider your reaction to the exercise. What did you like about it? What made you uncomfortable? Why might this exercise help you be a better leader? Respond to the questions on page 164 regarding what you have learned, your commitments, and your obstacles to being mastery. How does our culture support or obstruct the pursuit and dialogue about the importance of "being" to being a leader? Why is it that this is such a difficult topic to discuss but yet is so essential?Resilience Mastery: In general, how do you assess your ability to maintain balance in your life? What commitments and actions are needed in this area? Relate a story from your personal experience with a leader who lost balance. Did this leader experience health problems? Did he or she affect the health of employees, friends, or family? What happened to this leader's sense of humor, relationships, or effectiveness? Why is this important area often overlooked? What are the beliefs that drive us toward obsessive behavior? Consider the difficulty of maintaining balance in our culture and the implications for leaders in relation to the New Business Realities.Servant Leadership: Consider the important attributes of a servant leader. Why does it appeal to you as an approach to leadership? What concerns do you have? Why does servant leadership seem appropriate given the Thinking Habits of Mind, Heart, and Imagination document?RESOURCESSUGGESTED RESOURCESThe 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.ResourcesClick 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 ResourcesThe 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: Berrett-Koehler.Chapters 4, 6, 7, and 8 of this e-book are particularly applicable.Internet ResourcesAccess the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.SEDL. (2012). Retrieved from http://www.sedl.org/You may use this Web site of the organization formerly known as the Southwest Educational Development Laboratory to examine the comprehensive leadership history and how the theory of leadership has changed over time.Greenleaf Center for Servant Leadership. (2011). Retrieved from http://www.greenleaf.org/Robert Greenleaf was the founder of the servant leadership movement, an alternate leadership approach.Center for Creative Leadership. (2012). Retrieved from http://www.ccl.org/Leadership/The Berkana Institute. (2012). Retrieved from http://www.berkana.org/Margaret J. Wheatley. (2012). Retrieved from http://www.margaretwheatley.com/ASSESSMENT INSTRUCTIONSPREPARATIONAs part of Assessments 3 and 4, you will need to interview two leaders in organizations of your choice. To prepare for these two interviews, complete the following at this time:Decide on the level of leaders you would like to interview (for example, individual contributors, middle managers, or top managers).Research and choose an aspect of leadership based on the topics in the Cashman text (personal mastery, purpose mastery, change mastery, resilience mastery and coaching mastery) to use as the focus for your interviews.Request and schedule 45-minute interviews with two different leaders at your chosen level. You should conduct the interviews between now and when you begin work on the Assessment 3, as you will need to complete the interviews in order to complete Assessments 3 and 4.INTERVIEW PITCHSubmit the following components for this assessment:State your intended purpose for the interviews. Provide an explanation of the aspect of leadership on which you plan to focus and why you chose it.Describe the level of leadership selected for your interviews.Outline your schedule for both interview sessions; include the names and titles of the leaders with date and time of interview. If you have not been able to solidify your schedule, please include a report of your progress.List the interview questions you plan to use for your chosen aspect of leadership. If you wish, you may use some of the questions from the reflection exercises in the related chapter of the Cashman text. You can use any leadership theories you like to help you develop your interview questions, including servant leadership, Kevin Cashman, Margaret Wheatley, articles from the Center for Creative Leadership, leadership stage theory, and other sources.CONDUCTING YOUR INTERVIEWSAs you conduct your interviews, remember the following:At the start of each interview, explain who you are, what you are doing, what leadership mastery you will be exploring in the interview, and how you will use the interview material.Clarify with your interviewees whether you have permission to use their names and organizations.Take thorough notes or record the interviews so you can refer back to them as you work on Assessments 3 and 4.Remember to edit and spell check your work before submitting.Interview Pitch Scoring GuideCRITERIADISTINGUISHEDDescribe the purpose and rationale for leadership interviews.Analyzes the purpose for leadership interviews, including a thorough rationale.Describe the level of leadership selected for interviews.Describes the level of leadership selected for interviews and its relationship to an aspect of leadership.Prepare relevant interview questions for an interview protocol.Prepares relevant and insightful questions for an interview protocol..doc file

Please answer the following questions (a) For organizational change to be successful, what role should a leader take in vision development? (b) How would you weave proactive and reactive elements into the planning and implementation of an organizational change effort?