Assessment 2: Interview Pitch
Order Instructions
Assessment 2: Interview Pitch
Prepare to interview two organization leaders and write an assessment in which you outline the intended purpose and focus of your interviews, along with the interview questions.
Introduction
Over the course of your career, you will develop your own theories of leadership that will inform your attitudes and actions. Interviewing leaders after having done some research about leadership allows you to see effective leadership in action through the lens of scholarly research.
The 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.
Preparation
As 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 Pitch
Submit 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 Interviews
As 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.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
• Competency 3: Create an effective theory of leadership.
• Describe the purpose and rationale for leadership interviews.
• Describe the level of leadership selected for interviews.
• Prepare relevant interview questions for an interview protocol.
Resources
Thinking Habits of Mind, Heart, and Imagination
1. Complementary Thinking – The habit of thinking that weaves multiple perspectives into an integrated fabric of understanding.
2. Connected Seeing – The habit of seeing reality as a whole system, which is a seamlessly connected, interactive, and dynamic web-of-life.
3. Collaborative Teamwork – The habit of collaborating and using teamwork to accomplish common purpose, by integrating personal initiative and group cooperation.
4. Constructing Meaning – The habit of constructing meaning by acquiring and synthesizing diverse sources of knowledge to enrich understanding.
5. Conceptual Clarity – The habit of clear conceptual thinking from first principles, to make sense of and to distinguish among the known, the unknown and the unknowable.
6. Communicating Effectively – The habit of communicating effectively in a teamwork style to collaboratively create new understandings, new possibilities, and new realities.
7. Courageous Action – The habit of courageously taking action and making meaning in the face of ambiguous experience and uncertainty.
8. Caring Empathy – The habit of caring for, identifying with, and honoring others, as well as understanding how others see the world.
9. Conversational Reflection – The habit of reflecting on the experience of professional practice through learning conversations.
10. Continuous Learning – The habit of seeing every experience as an opportunity for continuous lifetime learning.
Cashman, K. (2017). Leadership from the inside out: Becoming a leader for life (3rd ed.). San Francisco, CA: Berrett-Koehler.
1. Chapters 4, 6, 7, and 8 of this e-book are particularly applicable.
Resources: Internet Resources
• SEDL. (2012). http://www.sedl.org/
• You may use this website 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). http://www.greenleaf.org/
• Robert Greenleaf was the founder of the servant leadership movement, an alternate leadership approach.
• Center for Creative Leadership. (2012). http://www.ccl.org/Leadership/
• The Berkana Institute. (2012). http://www.berkana.org/
• Margaret J. Wheatley. (2012). http://www.margaretwheatley.com/
nterview Pitch Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Describe the purpose and rationale for leadership interviews. Does not identify the purpose for leadership interviews. Identifies the purpose for leadership interviews. Describe 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. Does not identify the level of leadership selected for interviews. Identifies the leadership level selected for interviews 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. Does not prepare relevant questions for an interview protocol. Prepares interview questions, but not all questions are relevant. Prepare relevant interview questions for an interview protocol. Prepares relevant and insightful questions for an interview protocol.
Collepals.com Plagiarism Free Papers
Are you looking for custom essay writing service or even dissertation writing services? Just request for our write my paper service, and we'll match you with the best essay writer in your subject! With an exceptional team of professional academic experts in a wide range of subjects, we can guarantee you an unrivaled quality of custom-written papers.
Get ZERO PLAGIARISM, HUMAN WRITTEN ESSAYS
Why Hire Collepals.com writers to do your paper?
Quality- We are experienced and have access to ample research materials.
We write plagiarism Free Content
Confidential- We never share or sell your personal information to third parties.
Support-Chat with us today! We are always waiting to answer all your questions.
