BUS FP4012 Capella University Leadership Analysis in Organizations Essay

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Business Finance

BUS FP4012

Capella University

BUS

Description

  • Create a 7–9-page leadership analysis using the narrative and summary of the leadership interviews you conducted. This assessment gives you the opportunity to synthesize and demonstrate your understanding and experience interviewing leaders and how the leadership characteristics you analyzed relate to leadership theories, the New Business Realities, and the Thinking Habits. SHOW LESSBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
    • Competency 1: Analyze the art and science of leadership.
      • Analyze how the data from leadership interviews supports leadership theories.
    • Competency 2: Reflect on personal leadership skills.
      • Analyze the relevance of the concepts from New Business Realities and Thinking Habits to an interview experience.
      • Self-assess the experience as an interviewer.
    • Competency 3: Create and effective theory of leadership.
      • Recommend leadership development initiatives for leaders at a specific level.
    Competency Map
    CHECK YOUR PROGRESSUse this online tool to track your performance and progress through your course.
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    Context

    The resources provided in this assessment explore the new science assumption of field theory and how it occurs in the human systems arena through culture, values, and ethics. Imagine purpose or direction working like gravity or a magnetic field to organize messy human behavior toward a unifying direction. A leader's role is to state, clarify, discuss, model, and embody the values and purposes as a way to subtly create order and direction.The resources in this assessment also address the idea that what you see is what you get, meaning that we create self-fulfilling prophecies, shaping reality just by deciding what to measure. It is important for leaders to understand that people support what they help create, and if the leaders want implementation, they have to promote ownership through participation. When leaders begin promoting ownership, they view job descriptions and organization charts differently. Their perspective moves toward a holistic approach to the interactions and connections between managers and employees or between departments. In the end, they serve the customer better.
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    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.SHOW LESS
    • Appreciative Inquiry: Using an appreciative inquiry, respond to the questions below. Think about leaders who use participation to help a group see potential and create that reality.
      • Reflect on a specific moment when you experienced a participative leader who helped a group create and achieve something exceptional? Who was there? What were you doing? What was happening?
      • Describe the things you most valued about:
        • The leader.
        • The nature of the work.
        • The organization's culture or values.
      • What do you consider the core factor that gives life to this leadership interaction?
      • Using what you have described, what three wishes would you make to heighten the vitality and health of your own leadership behavior in the future?
      • How does your example demonstrate or refute the importance of a leader discussing, modeling, embodying values and direction, or demonstrating how communities shape their reality? What is the importance of participation in ownership?
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    Resources

    Required Resources

    The following resources are required to complete the assessment.
    Capella Resources
    Click the links provided to view the following resources:SHOW LESS

    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:
    Library Resources
    The following e-books or articles from the Capella University Library are linked directly in this course:
    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.
    Internet Resources
    Access 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.
  • Assessment Instructions

    This is the last assessment that is related to your leadership interviews. For this assessment, use the narrative and summary of your interviews to complete the following analysis:
    1. Leadership theory: Summarize the leadership theory that you used to develop your interview questions. Analyze how the questions you asked and the data you collected during the interview support your chosen leadership theory. You might have used servant leadership, Kevin Cashman, Margaret Wheatley, articles from the Center for Creative Leadership, leadership stage theory, or other sources. Demonstrate your understanding of your chosen mastery (personal, purpose, change, interpersonal/being, balance, or action). Use examples from your interviews to demonstrate your mastery topic.
    2. Common Learning Themes: Reread the New Business Realities and the Thinking Habits of Mind, Heart, and Imagination, linked in the Resources. Select one topic from each and discuss its relevance to your experience interviewing leaders. The following are two examples:
      • New Business Realities: Did the interview reflect the dynamics of transformational change in complex systems in the change mastery questions?
      • Thinking Habits: Did the interview encourage professional self-development through conversational reflection in the questions on personal mastery?
    3. Self-Reflection: Self-assess your experience as an interviewer. What seemed to work? What did not work? What would you do differently next time? How would you change your explanation of your leadership topic, the medium you chose, or your behavior during the interview, to enhance the quality of your data? What did you learn about interviewing? What did you learn about your topic and its potential for helping leaders examine their leadership skills and characteristics?
    4. Summary Statement: Think about your experience interviewing leaders at this level. Describe the primary lessons you gained from this experience, the value of interviewing leaders, and the impact this approach has on leadership development. Include your recommendations to your current organization or an organization with which you are familiar about the development of leaders at this level and on your mastery topic and the use of interviews to propel personal development.

    Additional Requirements

    • Length: Your assessment should be 7–9 pages, double-spaced.
    • Font and size: Use a standard font—either Times New Roman or Arial. The font size must be 12 point.
    • Margins: The paper margins should be 1 inch on each side.
    • Components: Include a title page, table of contents, and reference page. These do not count toward the paper length.
    • Formatting: APA format is required for all aspects of your analysis, including citations and references. Your writing should be well organized and clear. Writing structure, spelling, and grammar should be correct as well.

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Explanation & Answer

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Running head: LEADERSHIP

1

Leadership
Student’s Name
Institutional Affiliation

LEADERSHIP

2
Introduction

Leadership involves influencing others to accomplish established goals by adhering to
certain traits and strategies. Leadership theories have been refined and modified over time to
serve their purpose. However, the relevance of these theories depends on the context that is
applied. For example, the leader-member exchange theory examines the association between
leaders and employees. It also examines how the two parties should interact with one to have an
encouraging environment. The main aim of this theory is to examine how leaders and employees
should interact. It also examines how leaders can motivate the employees to be competent. The
paper seeks to analyze various aspects concerning leadership in organizations.
Leader-Member Exchange explains the association between managers and their
employees. It provides three states through which both parties will go through. They include
role-taking, role-making, and routinization (Lunenburg, 2010). Role taking involves managers
assessing new members into the organization, and determining new abilities (Lunenburg, 2010).
This is considered an essential stage since the managers will consider the employee's first
impression. Role making involves ensuring all employees within an organization collaborate to
achieve established goals (Lunenburg, 2010). New members are expected to remain loyal and
show competency. The new members are later placed into different groups depending on their
capabilities after being evaluated. Routinization involves developing customs between leaders
and employees (Lunenburg, 2010). Each party is expected to put more effort to prove their
competency, show loyalty, trust, and patience.
The theory showcases how leaders should interact with workers to achieve the best out of
them. The theory asserts that if the employees are treated properly, they will be productive
(Lunenburg, 2010). Additionally, the theory also showcases how success can be reinforced

LEADERSHIP

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within teams (Lunenburg, 2010). This is because the perception leaders have concerning their
followers, influences employees' expectations. This includes the value the employees bring to the
organization (Lunenburg, 2010).
The questions asked during the interview sought to examine the relationship between
managers and employees. The questions helped contemplate how leaders perceive their followers
and if they consider making strengthening the confidence of their employees. For example, if a
leader was asked whether they consider themselves as servant leaders, such a question seeks to
identify the type of leadership style they institute in managing employees.
Good leaders can be described as people who communicate, connect, and collaborate
with their employees (Olanrewaju & Okorie, 2019). Employees become more productive when
leaders connect with them. Additionally, excellent leaders are those that understand the value of
building good relationship within the organization (Olanrewaju & Okorie, 2019). This is because
organizational bonds help employees overcome personal differences. This is based on the fact
that alliance builds power, thus improving the general performance of the organization. This also
encourages information sharing, leading to creativity and innovation (Tadajewski, Maclaran, &
Parsons, 2011). For example, if a leader was asked what helps them build trust and relationships
with their employees, such a question seeks to examine how leaders develop relationships with
their employees.
New Business Realities and Thinking Habits
There is a continuous shift in business models because new strategies, innovations, and
values are emerging. However, in a complex system, leaders have a particular manner through
which they influence the employees to realize organizational goals. This is mainly achieved
through interactions within the organization. The interview showcases that leaders are

LEADERSHIP

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continuously exploring different avenues through which they can build a strong relationship with
their employees. This is because leaders have come to realize that good relationships with
employees encourage creativity, innovation, and the sharing of ideas. Additionally, the interview
also showcased that leaders have increasingly embraced the power of delegation by empowering
employees to make certain decisions. The contemporary business environment can be described
as dynamic and complex. As a result, there is a need to make a quick decision when situations
arise. This can only be achieved by delegating some responsibilities to the employees. It also
makes them feel confident and appreciated.
With regards to thinking habits, the interview found out that self-development can only
be achieved through conversational reflection based on personal mastery. For example, the
interview examined how managers realize improvement and how they encourage their
employees to participate in career development activities. Personal mastery helps managers
realize their real selves. It serves as an important component for any leader. This is because for
leaders to effectively lead others they also have to show competency. No employee would follow
a leader lacking direction. Therefore, leaders get to understand their abilities and weaknesses
through personal mastery. Change in thinking showcases managers who engage in personal
mastery. This is because they start reasoning and responding appropriately to various situations.
Additionally, it helps them become system thinkers, thus creating a strong bond with their
employees. Furthermore, it helps them become flexible especially in handling changes to achieve
organizational goals. Moreover, leaders can embrace strategies that help them overcome pressure
attributed to challenges as they can identify the weaknesses of the team and maximize their
strengths.
Self-Assessment

LEADERSHIP

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The core aim of carrying out the leadership interview is to identify the appropriate traits a
competitive and effective leader should possess. This would help contemplate how the
respondents have successfully managed their employees and organizations at large. The
questions were aligned to the aim of the interview and relevant to the subject. Having
successfully conducted and analyzed the interview, I would confidently assert that the questions
were appropriately designed. However, I did not include open-ended questions as they could
have more than one answer, thus creating confusion. During the interview, I first created a
rapport with the respondent. This was achieved by first introducing myself and informing them
of the aim of the interview. This helped create a ground where we could understand one another.
Additionally, I maintained eye contact with the respondents to establish confidence and attention.
What I consider to have worked from the interview is that I successfully established a
rapport with the respondents. This helped encourage them to open up and provide genuine
answers. It also helped the respondent to feel comfortable during the interview. Additionally, it
helped me acquire essential information concerning leaders that help in running their
organizations successfully. Concerning what failed, I did not prepare for the interview in
advance. This led to various unfortunate occurrences such as incomplete questions which did not
understand. Additionally, I did not have a precise objective concerning the respondents. As a
result, I did not give the respondent adequate time to prepare too. However, I will ensure I
prepare in advance for the next interview. I will also ensure I understand all the questions before
the interview. Moreover, I will notify the respondents in advance concerning the interview and
let them know its purpose. This will help build respondents' courage and ensure they participate
fully.

LEADERSHIP

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I learned various lessons from the interview. However, one of the important lessons is
that knowledge is fundamental for any leader. Therefore, leaders should also focus on
developing their knowledge as it increases their competency and become more productive.
Additionally, for leaders to successfully manage employees, they are obliged to develop a strong
bond with their employees. This is because it makes employees feel appreciated, thus motivating
them to become more productive. Moreover, leaders should also encourage their employees to
continuously develop their careers. This will help improve their creativity in the workplace.
Therefore, the topic is essential for leaders as it helps them understand who is an effective and
competent leader, and also examine their skills and characteristics.
Leadership Theory
Some definitions of a leader say that a leader is raised to be a leader rather than born to
be a leader. As art of influence, a leadership where a leader allows other members' expression ...


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