Assessment 4 Instructions: Leadership Analysis in Organizations
Order Instructions
Assessment 4 Instructions: Leadership Analysis in Organizations
Create a 7-9 page leadership analysis using the narrative and summary of the leadership interviews you conducted.
Introduction
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.
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.
Preparation
The following resources are required to complete the assessment.
CAPELLA RESOURCES
Click the links provided to view the following resources:
• New Business Realities of the 21st Century [PDF].
• Thinking Habits of Mind, Heart, and Imagination.
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.
Competencies Measured
By 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.
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.
Wheatley, M. J. (2006). Leadership and the new science: Discovering order in a chaotic world (3rd ed.). Berrett-Koehler.
1. Chapters 3 and 4 of this e-book are particularly applicable.
Internet Resources
Future Search Network. (2012). Future search. http://www.futuresearch.net/
Society for Organizational Learning. (n.d.). http://www.solonline.org
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