Situational Leadership Decision-Making Continuum

Situational Leadership Decision Continuum Students will write a paper describing the Situational Leadership Decision Continuum. Students must analyze the management and leadership concepts and terms introduced in the article “Leadership: A Matter of Context/Gregory Douglas Poole” and displayed in the Prezi presentation “Leadership: A Matter of Context/Gregory Douglas Poole.” Additionally, students must discuss the decision-making power of Cross- Functional/sub Cross-Functional Team Networks introduced in the article “Saving the Business Without Losing the Company/Harvard Business Review/Carlos Ghosn.” Students are likewise asked to discuss the simple notions on management and leadership introduced in the article “What Makes an Effective Executive/Harvard Business Review/Peter Drucker.” This paper should be between 600-1,000 words depending on the students writing style. There is no word limit. This paper is graded solely on the student’s ability to explain the management/leadership content of this course. This paper must follow course “Cover Page Guidelines, go to BlackBoard Homepage, go to Cover Page This paper must be Double-Spaced/Times New Roman/12 Point Type Situational Leadership Decision Continuum/Key Rubric Grading Points to Discuss

 Absolutist/Extractive Cultural, Religious; Political & Economic Institutions VS. Democratic-Meritocratic Cultural, Religious, Political & Economic Institutions

 Religiously Imperative/Mission Imperative/Not Imperative

 Competitive Conditions of Industry Clusters

 Multi-Intelligence Learning

 Unknown-Unknown/Known-unKnown/Known-Known

 Decentralized/Entrepreneurial Administrations Vs. Centralized/Top-Down Administrations

 Information Technology/Big Data Bridge

 Deductive Reasoning and Inductive Reasoning

 Objectivity/Decision/Subjectivity Key Points to Discuss/Saving the Business Without Losing the Company/Harvard Business Review/Carlos Ghosn

 Cross-Functional Teams/sub Cross-Functional Teams

 Decision-Making Power of Cross-Functional Teams/sub Cross-Functional Team Networks Carlos Ghosn Interview/Stanford University

What Makes an Effective Executive/Harvard Business Review/Peter Drucker

 What needs to be done/What is right for the enterprise

 Develop actions plans/Take responsibility for decisions Assignment Grading Rubric

CRITERIA Excellent Very Good

Good Average Below Average

Fail Fail

Absolutist vs. Democratic Cultures and Institutions Religious//Mission Imperative/Not Imperative Competitive Conditions of Industry Clusters Multi-Intelligence Learning

4

3.6

3.2

2.8

2.4

2

0

Technology/Industry/Product/Human/Life Cycles 2 1.8 1.6 1.4 1.2 1 0 Reinvention/Introduction/Change/Chaos Unknown-Unknown

1 .9 .8 .7 .6 .5 0

Growth Known-unKnown 1 .9 .8 .7 .6 .5 0 Maturity/Status Quo/Decline Known Known 1 .9 .8 .7 .6 .5 0 Entrepreneurialism/Innovation/Change/Strategy 2 1.8 1.6 1.4 1.2 1 0 Structured/Process Oriented/Tactical 2 1.8 1.6 1.4 1.2 1 0 Big Data Objectivity and Subjectivity Deductive-Inductive Decision Making

2

1.8

1.6

1.4

1.2

1

0

Saving The Business Without Losing The Company/Harvard Business Review/Carlos Ghosn Cross Functional/sub Cross-Functional Team Networks

2

1.8

1.6

1.4

1.2

1

0

Carlos Ghosn Interviews 1 .9 .8 .7 .6 .5 0 What Makes An Effective Executive/Harvard Business Review/Peter Drucker

2 1.8 1.6 1.4 1.2 1 0

TOTAL 20 18 16 14 12 10 0