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BUS691: Strategies in Organizational Leadership (MFW1331B)

Instructor:  Melanye Smith

Course Home - Course Materials

Required Texts

Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 9781452203409.

Rowe, G. (2011). Cases in leadership (2nd ed.).  Los Angeles, CA: Sage Publications. ISBN: 978-1-4129-8019-7.

Required Exam

Program Comprehensive Examination

 

. Peregrine Academic Services. This exam must be purchased from the Ashford EdMap bookstore as part of your required materials for this course. It will appear in the EdMap materials list for the course as the Masters Academic Degree Level Common Professional Component (CPC)-based Comprehensive Exam.

Listed below are all assignments and activities for this course, their due dates, and grading percentages. For detailed information on weekly topics and assignment instructions go to the appropriate "Week" found on the left navigation menu.

Understanding Due Dates

1. All Ashford classes begin on a Tuesday. This is Day 1 of Week 1.

2. Every Tuesday represents Day 1 of the current week of your course.

3. Every Monday represents Day 7 of the current week of your course.

Week One Assignments

Assignment	Due Date	Format	Grading Percent
Post your Introduction	Day 1	Discussion Forum	1
Assigned vs. Emergent Leaders	Day 3 (1st post)	Discussion Forum	3
Leadership Trait Questionaire	Day 3 (1st post)	Discussion Forum	3
Leadership vs. Management	Day 7	Written Assignment	5

Week Two Assignments

Assignment	Due Date	Format	Grading Percent
Style Approach	Day 3 (1st post)	Discussion Forum	2
Steps to Effectiveness	Day 3 (1st post)	Discussion Forum	3
Leader Skills	Day 3 (1st post)	Discussion Forum	3
Contemporary Leadership	Day 7	Written Assignment	5

Week Three Assignments

Assignment	Due Date	Format	Grading Percent
Situational Variables	Day 3 (1st post)	Discussion Forum	3
Leadership Styles	Day3 (1st post)	Discussion Forum	3
Path-Goal Style	Day 7	Written Assignment	5

Week Four Assignments

Assignment	Due Date	Format	Grading Percent
Bass' Factors	Day 3 (1st post)	Discussion Forum	2
Team Leadership	Day 3 (1st post)	Discussion Forum	2
Negative Leadership?	Day 3 (1st post)	Discussion Forum	3
Leadership Factors	Day 7	Written Assignment	5

Week Five Assignments

Assignment	Due Date	Format	Grading Percent
Personality Types	Day 3 (1st post)	Discussion Forum	2
Glass Ceiling	Day 3 (1st post)	Discussion Forum	2
Metropole Services	Day 3 (1st post)	Discussion Forum	2
Program Comprehensive Exam	Day 7	Assignment	20

Week Six Assignments

Assignment	Due Date	Format	Grading Percent
Culture	Day 3 (1st post)	Discussion Forum	2
Ethical Leadership	Day 3 (1st post)	Discussion Forum	2
Leadership Decisions	Day 3 (1st post)	Discussion Forum	2
Final Paper	Day 7	Written Assignment	20

Syllabus

Course Syllabus
Prerequisites	BUS 691 has no prerequisites.
Course Description	This course builds on the leadership, business, and management concepts contained in the MBA program. It provides the student with the opportunity to synthesize all prior learning in leadership and related coursework and experiences, both personal and professional. It will allow the student to expand their thinking and explore the area of leadership and how it will impact the future of the individual, the organization, and the world in which we live.
Course Design	This course is divided into six principle units, as follows: Week 1: Leadership Approaches · Understanding leadership defined · Understanding power, coercion and management · Understanding the Trait Approach in terms of strengths criticisms and applications. · Understanding Skills Approach by analyzing technical, human and conceptual skills. · Understanding Skills Model in terms of competencies, individual attributes and leadership outcomes. Week 2: Leadership Approaches Continued · Understanding Style Approach by examining multiple case studies, in addition to looking at the strengths, criticisms, and application. · Understanding Situational Approach through leadership styles and development levels. · Through the case study students will develop skills and understanding on building effective organizations and managing organizational cultures by developing a suitable "fit" between an organization strategic objective and leadership style of the managers who are expected to achieve these objectives. · Understanding creating effective leadership development strategies through the encouragement of specific skills required of leaders as they guide their firms through new phases of growth. · Understanding managing in cross cultural environments by recognizing and appreciating the social and business contexts in which managers must make their decisions. Week 3: Leadership Theories · Understanding Contingency theory by examining the leadership styles and situational variables. · Understanding the strengths, criticisms, and applications of Contingency Theory Understanding Path Goal Theory by examining leader behaviors. · Understanding leader behaviors through directive leadership, supportive leadership, participative leadership, and achievement-oriented leadership. · Understanding the subordinate characteristics and the task characteristics. · Understanding Leader-Member Exchange Theory. Understanding how the LMX Theory works. Week 4: Leadership · Understanding Transformational Leadership by examining the leadership factors that are impacted by idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. · Understanding Transactional Leadership factors by identifying contingent rewards and no leadership factors. · Understanding how Transformational Leadership approach works by recognizing the strengths, criticisms, and applications. · Understanding Team Leadership by examining leadership actions and team effectiveness. · Understanding team effectiveness by reviewing principled leadership, standards of excellence, results-driven structure, competent team members, and external support and recognition. · Through the case study students will develop skills and understanding in which they will to recognize the importance of how timing and circumstances can change antagonism to exaltation. · Understanding of how negative situation can turn into positive situations. · Understanding the process involved in bringing about change in labor management processes. Week 5: Psychodynamic Approaches and Women in Leadership · Understanding the Psychodynamic Approach in which various theories by Eric Berne, Sigmund Freud and Carl Jung will be studied. · Understanding transactional analysis and various personality types. · Understanding how Psychodynamic Approach works by examining the strengths, criticisms and reviewing various case studies. · Understanding women and leadership by identifying gender and leadership styles, gender and leadership effectiveness, and the glass ceiling. · Through the case study students will develop skills and understanding in which they will recognize the many, varied stakeholders that a strategic leader must take into account, particularly a leader of a social and political significant organization operating in a resource based industry. Week 6: Culture and Ethical Leadership · Understanding the dimensions of culture, which includes uncertainty avoidance, power distance, institutional collectivism, gender egalitarianism, assertiveness, performance orientation, and humane orientation. · Understanding the clusters of the world cultures and their characteristics and leadership behaviors. · Understanding leadership ethics through various theories and principles.
Course Learning Outcomes	Upon successful completion of this course, students will be able to: 1. Analyze and synthesize diverse information in an effective and timely manner to make appropriate decisions. 2. Investigate and understand the role of top leadership in dealing with complex and dynamic organizational issues. 3. Incorporate task and people focused relationships among the many different factions represented in organizational life. 4. Distinguish organizational models and tools to exploit opportunities and solve problem that lead to a competitive organizational advantage. 5. Describe a learning organization that reflects current social, corporate and global perspectives. 6. Develop an awareness of his/her own leadership strengths and opportunities.
Course Map	The course map illustrates the careful design of the course through which each learning objective is supported by one or more specific learning activities in order to create integrity and pedagogical depth in the learning experience.   LEARNING OUTCOME WEEK ASSIGNMENT 1. Analyze and synthesize diverse information in an effective and timely manner to make appropriate decisions. 1 2 2 3 6 · Leadership Trait Questionnaire · Style Approach · Leader Skills · Path-Goal Style · Final Paper 2. Investigate and understand the role of top leadership in dealing with complex and dynamic organizational issues. 2 2 3 3 4 5 5 6 6 6 · Steps to Effectiveness · Leader Skills · Situational Variables · Path-Goal Style · Team Leadership · Glass Ceiling · Metropole Services    · Culture · Ethical Leadership · Final Paper 3. Incorporate task and people focused relationships among the many different factions represented in organizational life. 2 3 3 4 6 6 · Leader Skills · Situational Variables · Path-Goal Style · Team Leadership · Leadership Decisions · Final Paper 4. Distinguish organizational models and tools to exploit opportunities and solve problems that lead to a competitive organizational advantage. 1 1 1 2 3 3 3 4 4 5 6 · Assigned vs. Emergent Leaders · Leadership Trait Questionnaire · Leadership vs. Management · Contemporary Leadership · Situational Variables · Leadership Styles · Path-Goal Style  · Negative Leadership? · Bass’ Factors · Metropole Services  · Leadership Decisions 5. Describe a learning organization that reflects current social, corporate and global perspectives. 2 4 5 5 6 · Leader Skills  · Negative Leadership? · Glass Ceiling · Metropole Services · Leadership Decisions  6. Develop an awareness of his/her own leadership strengths and opportunities. 1 4 5 5 6 6 · Leadership Trait Questionnair · Leadership Factors · Personality Types · Glass Ceiling · Ethical Leadership · Final Paper
Institutional Outcomes	Graduates of Ashford University: 1. Demonstrate the ability to read and think critically and creatively; 2. Demonstrate the ability to communicate effectively in speech and in writing; 3. Demonstrate the ability to communicate effectively through the use of technology; 4. Demonstrate an understanding of the various forms of diversity; 5. Demonstrate an understanding of the interdependence among living beings, the environment and humanly-created systems; 6. Demonstrate competence in their major fields of study; 7. Demonstrate an understanding of service directed at meeting the needs of others; 8. Demonstrate the ability to draw information from different fields of study to make informed decisions; and 9. Develop skills and abilities that provide for lifelong learning.
Mission Statement	The mission of Ashford University is to provide accessible, affordable, innovative, high-quality learning opportunities and degree programs that meet the diverse needs of individuals pursuing integrity in their lives, professions, and communities.

Hello Everyone, My name is Dr. Melanye Smith. I would like to take this opportunity to welcome you to BUS 691 Strategies in Organizational Leadership.. I look forward to spending time with you and getting to know each of you in the next six weeks. For those of you who are currently in, or pursuing management positions in your organizations this course will be invaluable. This course will provide an opportunity to discuss and debate leadership issues within organizations. We will also take a critical look at recent highly publicized case studies and leadership failings and their impact in society. I look forward to facilitating your learning experience. Now let me share a little about myself. Please indulge me, I promise not to get carried away. Teaching is my passion and leadership is one of my favorite courses to teach. I enjoyed a twenty-five year career as a law enforcement officer, manager and administrator in the Nation’s Capital. I have been in numerous leadership positions in law enforcement and in higher education. I have been teaching and training in some form or the other for over twenty years. I have taught courses in leadership, emergency management, ethics, business, criminal procedures and computer forensics (NCIS type). I previously taught computer forensics, emergency management and business ethics at several different educational institutions. When I am not teaching, I travel around the country with Bobcat Consulting training police and firefighters in management, leadership and ethics. Like many of you, I am a lifelong learner. I finished my degrees as a working adult and I know from personal experience the hard work, dedication and time commitment that will be required to finish your educational journey. I received my undergraduate degree in Organizational Psychology from Washington Adventist University attending classes twice a week in the evenings after work. I received my Masters in Organizational Development from the University of Phoenix by driving 60 miles each way, to class twice a week after work. I completed my Doctorate in Business, Organization and Management from Capella through their online program. Therefore, I understand the challenges you face and I am prepared to help you successfully maneuver and complete your journey. If you have any questions you may post them in the Ask your Instructor section, under the meet your instructor link. I will respond to your questions within 48 hours. I look forward to getting to know each of you. Begin this course by carefully reviewing the syllabus and be sure to use your course calendar. And so the journey begins, we are on our way! My office hours are Monday through Friday from 8:00 pm to 10:00 pm EST. I can be reached by telephone at 301-266-7687. I can also be reached by email at [email protected] All the best, Dr. Mel “Management is doing things right; leadership is doing the right things.” - Peter Drucker

Ashford 2: - Week 1 - Instructor Guidance

What Defines Leadership?

 

Long before the psychologists, political scientists, and management scientists of the twentieth century worked at defining and measuring leadership, Plato, Machiavelli, Shakespeare, and countless others have offered images of leadership cast in the context of their times. And yet there is still no common agreement on what leadership means. Because it is generally agreed that leadership is vital for our survival as a society, we need to understand leadership and what defines leadership.

During the 20th century, leadership became a widely studied and much debated topic.  Research in the area of leadership guides what society thinks about leadership and the industrial paradigm of leadership is often presented as the “best way” to perceive and practice leadership. However, there is no one formula for leadership. Practicing leadership involves the integration of theory, process, and practice.  What is effective in one situation may not be useful in another.  Leadership comes in many shapes and forms.

 

Leadership is a verb.

 

   

 

Leaders in Society: Leadership Profiles

 

Miep Gies: Hider, Helper

Miep Gies, one of many Dutch nationals who risked their lives hiding Jews during World War II, brought food daily to Anne Frank and her family until their discovery in the summer of 1945. Her great courage and selflessness in times which would break anyone’s spirit forever will serve as an example and inspiration.

Martin Luther: A Hammer for Religious Expression

Martin Luther’s bold stance on religious expression ensured that he is remembered to this day as an incredibly controversial and influential religious leader. In 1517, Luther’s 95 Theses made its famous public appearance on the doors of the Wittenberg Castle Church and its influence spread quickly across Europe, challenging the supremacy of the church. Martin Luther persevered in spreading his word in spite of the Vatican’s efforts to stop him. His story is an example of how one man’s courage made a profound impact on the world even centuries later.

King Hussein: A Monarch Turned International Peacemaker

Nearly killed at the age of 16 when an assassin killed his grandfather, King Hussein formally ascended the throne at age 18. By his 21st birthday, this 5’4” leader had already ousted the British army commander he inherited and fended off an attempted military coup. In a region not known for stability, King Hussein would become by the time of his death in 1999 the longest ruling head of state in the world (43 years). If his legacy were simply consolidating his authority while a teenager and building Jordan up to its current extremely influential role in the Middle East, that alone would be the story of an extraordinary leader. However, what transformed King Hussein into a leader for the ages was his ability to become a living symbol of hope for peace in the Middle East through his ability to reconcile both with a man who led a war against his rule (Yassir Arafat) and with a man (Yitzhak Rabin) who led—in self-defense—the most damaging military defeat against his nation.

 Nelson Mandela: Enduring to Triumph

South African President Nelson Mandela demonstrated incredible patience and strength in times of great adversity, including twenty-seven years in prison. In the end, he not only maintained his dignity, but triumphed, bringing his people to freedom and himself to his country’s helm, setting an example for any aspiring leader

Imagine Leadership

http://www.youtube.com/watch?v=TuuTlQ0FzEU

“Imagine Leadership” by XPLANE and Harvard Business School’s Leadership Initiative. This video talks about current and historical leaders in the context of values, leadership skills and personality:

Reflection Exercise

Are you a leader?" There are certain characteristics found in some people that seem to naturally put them in a position where they're looked up to as a leader.

Whether in fact a person is born a leader or develops skills and abilities to become a leader is open for debate. There are some clear characteristics that are found in good leaders. These characteristics are based on their individual value system and can be developed or may be naturally part of their personality.

What is most important? What principles and ideals do you most cherish? Rate the values listed below in terms of their importance to you, adding any additional ones you believe are not covered. Identify your top three. Expand upon what your top three values mean to you.

Justice             Wealth

Influence         Peace

Power              Status

Authenticity    Wisdom

Fame               Truth

Friendship       Family

Success           Recognition

Happiness       Love

Joy                  Integrity

Other__________________

References

 

Houghton, J.D., Lewis- Brim, C (2013) Instructor’s Guide. Mastering Self Leadership. Empowering yourself for personal excellence. 6th edition. Pearson Education Inc.

Ashford 2: - Week 1 (Jul 30 - Aug 05)

Week One Overview

Assignment	Due Date	Format	Grading Percent
Post your Introduction	Day 1	Discussion Forum	2
Assigned vs. Emergent Leaders	Day 3 (1st post)	Discussion Forum	3
Leadership Trait Questionaire	Day 3 (1st post)	Discussion Forum	3
Leadership vs. Management	Day 7	Written Assignment	5

Note: The online classroom is designed to time students out after 90 minutes of inactivity. Because of this, we strongly suggest that you compose your work in a word processing program and copy and paste it into the discussion post when you are ready to submit it.

Learning Outcomes This week students will:

1. Distinguish between assigned and emergent leaders.

2. Evaluate your strengths and weaknesses as a leader.

3. Compare and contrast leadership and management.

Readings

1. Read. the following chapters in the Northouse text:

· Chapter One - Introduction

· Chapter Two - Trait Approach

· Chapter Three - Skill Approach

Discussions

To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation:

1. Assigned vs. Emergent Leaders

Distinguish between assigned and emergent leaders. Give an example of an instance in which you "emerged" as a leader. Explain how your communication might have facilitated your emergence as leader. Respond to at least two of your fellow students' postings.

2. Leadership Trait Questionnaire

Rate yourself on the Leadership Trait Questionnaire. What do you perceive as your greatest strength? Give an example of how your behavior in one situation illustrated this strength. What do you perceive as your greatest weakness? Give an example of how your behavior in one situation illustrated this weakness. Respond to at least two of your fellow students' postings.

Assignments

To complete this assignment, go to this week's Assignment link in the left navigation:

Leadership vs. Management Write a three to four page paper (not including the title and references pages) that:

· Defines leadership and management. 

· Defends or criticizes the view that leadership and management are different concepts. 

· Gives specific examples that support your position.

· Discusses the implications of your general leadership views. 

In addition to the requirements above, your paper:

· Must be double-spaced and 12 point font

· Must be formatted according to APA style

· Must include an introductory paragraph with a thesis statement

· Must conclude with a restatement of the thesis and a conclusion paragraph

· Must reference at least two scholarly resources

· Must include a reference page written in APA format

Carefully review the  Grading Rubric  for the criteria that will be used to evaluate your assignment.

Ashford 3: - Week 2 (Aug 06 - Aug 12)

Week Two Overview

Assignment	Due Date	Format	Grading Percent
Style Approach	Day 3 (1st post)	Discussion Forum	2
Steps to Effectiveness	Day 3 (1st post)	Discussion Forum	3
Case Studies 1	Day 3 (1st post)	Discussion Forum	3
Contemporary Leadership	Day 7	Written Assignment	5

Learning Outcomes This week students will:

1. Explain the style approach and the central purpose of this leadership approach.

2. Outline at least two steps leaders should take to be effective.

3. Analyze the impact of key business and cultural factors within international leadership.

4. Identify leadership challenges and develop recommendations to overcome these challenges.

5. Discuss a contemporary leadership situation, and explore how the situational approach might be helpful in understanding this leadership.  

Readings

1. Read the following chapters in the Northouse text:

· Chapter Four - Style Approach

· Chapter Five - Situational Approach

2. Read the following chapters in the Rowe text:

· Chapter Four - Case – Technosoft Russia (pgs 95-106)*

· Chapter Five - Case - Elite Inc. (pgs 145-148)*

*If you have the 2nd edition of Rowe, Technosoft is on pages 104-117 and Elite Inc. is on pages 154-157.

Discussions

To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation:

1. Style Approach

Explain the style approach and two general kinds of behaviors. What is the central purpose of the style approach? Respond to at least two of your fellow students' postings.

2. Steps to Effectiveness

Explain the two steps leaders must fulfill to be effective. Apply these steps to a current situation in which you are a follower. What style would be most appropriate for leading you, according to the theory, and why? Do you agree?  Respond to at least two of your fellow students' postings.

3. Case Studies 1

This week there were two case studies; Technosoft Russia and Elite, Inc. In reviewing the two case studies this week address the following questions.  Respond to at least two of your fellow students' postings.

· Technosoft Russia; What is your evaluation of the Telesales Project at Technosoft Russia? What should Chaikovsky have done differently?

· Elite, Inc.; what were some of the challenges Benson faced when she took the CEO position? How might Benson help Jakes change his behavior?

Assignments

To complete this assignment, go to this week's Assignment link in the left navigation:

Contemporary Leadership

Write a three to four page paper (not including the title and reference pages) about a contemporary leadership situation that is familiar to you.  Your paper needs to:

· Identify the development level and style demonstrated in the situation. 

· Support your position with specific examples. 

· Explain whether the action taken was appropriate and effective.

· Determine and discuss if the situational leadership approach would be useful in understanding the leadership applied to the situation. 

In addition to the requirements above, your paper:

· Must be double-spaced and 12 point font

· Must be formatted according to APA style

· Must include an introductory paragraph with a thesis statement

· Must conclude with a restatement of the thesis and a conclusion paragraph

· Must reference at least two scholarly resources

· Must include a reference page written in APA format

Carefully review the  Grading Rubric  for the criteria that will be used to evaluate your assignment.

Ashford 4: - Week 3 (Aug 13 - Aug 19)

Week Three Overview

Assignment	Due Date	Format	Grading Percent
Situational Variables	Day 3 (1st post)	Discussion Forum	3
Leadership Styles	Day 3 (1st post)	Discussion Forum	3
Path-Goal Style	Day 7	Written Assignment	5

Learning Outcomes This week students will:

1. Explain how situational variables affect task and relationship-motivated leaders and identify three factors that have the most impact on your situation.

2. Identify four path-goal leadership styles and explain how these styles compare to styles described in other theories.

3. Analyze the path-goal style being used by a leader with whom you are familiar and evaluate this leader’s effectiveness.   

Readings

1. Read. the following chapters in your text, Leadership:

· Chapter 6: Contingency Theory

· Chapter 7: Path Goal Theory

· Chapter 8: Leader Member Exchange Theory

Recommended Readings

1. It is highly recommended that you read the following articles to gain a better understanding of leadership:

· Tse, H. & Mitchell, R. (2010). A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader-member exchange .  Journal of Management and Organization, 16(1), 83-99.

· Whitener, J.K. (2007).  Year of wonders: The wonder of leadership . Advances in Developing Human Resources, 9(2), 214-235

Discussions

To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation:

1. Situational Variables

Explain what/how situational variables affect task motivated and relationship-motivated leaders. Apply these factors to a work situation in which you were involved as a worker or a leader. Which of the 3 factors had the greatest impact on your situation and why? What category does this situation fall into? Respond to at least two of your fellow students' postings.

2. Leadership Styles

Identify four leadership styles associated with path-goal theory. Explain each style and relate it to styles described in other theories. Can leaders exhibit more than one style? Respond to at least two of your fellow students' postings.

Assignments

To complete this assignment, go to this week's Assignment link in the left navigation:

Path-Goal Style

 

Write a three to four page paper (not including the title and reference pages) about a contemporary leadership situation that is familiar to you.  You may use the same situation from the week two assignment.  Your paper needs to:

 

· Define path-goal leadership.

· Identify the path-goal leadership style used in this situation; provide the tasks, and the subordinates’ characteristics. 

· Support your position with specific examples. 

· Explain whether the action taken was appropriate and effective.

· Discuss if the path-goal leadership approach would be useful in understanding the leadership applied to the situation. 

 

In addition to the requirements above, your paper:

 

· Must be double-spaced and 12 point font

· Must be formatted according to APA style

· Must include an introductory paragraph with a thesis statement

· Must conclude with a restatement of the thesis and a conclusion paragraph

· Must reference at least two scholarly resources

· Must include a reference page written in APA format

Carefully review the  Grading Rubric  for the criteria that will be used to evaluate your assignment.

Ashford 5: - Week 4 (Aug 20 - Aug 26)

 

Week Four Overview

Assignment	Due Date	Format	Grading Percent
Bass' Factors	Day 3 (1st post)	Discussion Forum	2
Team Leadership	Day 3 (1st post)	Discussion Forum	2
Negative Leadership?	Day 3 (1st post)	Discussion Forum	3
Leadership Factors	Day 7	Written Assignment	5

Learning Outcomes This week students will:

1. Discuss the key factors associated with transformational leadership.

2. Compare and contrast the expectations of transactional and transformational leaders.

3. Describe the role of leadership within teams, identify potential pitfalls of teams, and develop recommendations that would support team success.

4. Analyze and explore the importance of public relations for leaders.

5. Explore the factors that impact your leadership and discuss the implications of these factors.  

Readings

1. Read the following chapters in your text, Leadership:

· Chapter 9: Transformational Leadership

· Chapter 10: Servant Leadership

· Chapter 11: Authentic Leadership

· Chapter 12: Team Leadership

2. Read the following chapters in your text, Cases in Leadership:

· Chapter 9: Case: Mayor Rudolph Giuliani, Knight of the British Empire

· Chapter 11: Case: Chuck MacKinnon

Recommended Readings

1. It is highly recommended that you read the following articles to gain a better understanding of leadership:

· Authenticity and effective leadership: Getting the focus right . (2006). Strategic Direction, 22(7), 18.

· Li, C., & Hung, C. (2009).  The influence of transformational leadership on workplace relationships and job performance . Social Behavior and Personality, 37(8), 1129-1142.

· Hobson, C., Strupeck, D., & Szostek, J. (2010).  A behavioral roles approach to assessing and improving the team leadership capabilities of managers .  International Journal of Management, 27(1), 3-15.

· Hummett, P. (2008).  The paradox of gifted leadership: Developing the generation of leaders . Industrial and Commercial Training, 40(1), 3-9.

Discussions

To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation:

1. Bass' Factors

Identify and explain four of Bass' factors associated with transformational. Give examples from your own experiences or observations that illustrate the use of two of these factors. Contrast the expectations of transactional and transformational leaders. Respond to at least two of your fellow students' postings.

2. Team Leadership

Describe the role of leadership within teams. What are the primary reasons teams fail? What can be done to ensure team success? Give a personal example of team success. Respond to at least two of your fellow students' postings.

3. Negative Leadership? 

This week there were two case studies - Mayor Rudolph Giuliani, Knight of the British Empire and Chuck MacKinnon. In reviewing the two casea, address the following questions. Respond to at least two of your fellow students' postings.

· Mayor Rudolph Giuliani, Knight of the British Empire: what are the elements that lead to Giuliani's miraculous transformation? What lessons could corporations with negative public reputations learn from this case?

· Chuck MacKinnon: Where might MacKinnon have gone wrong?  What did he do well and what were his most significant mistakes? Was his management style to blame? what could be done to fix things now? What lessons can you take away from this case to become a better leader? 

Assignments

To complete this assignment, go to this week's Assignment link in the left navigation:

 

Leadership Factors

 

 

 

Write a three to four page paper (not including the title and reference pages) about your leadership factors according to the Authentic Leadership Self-Assessment Questionnaire.  Your paper needs to:

 

 

· Explain the scores you received on the Authentic Leadership Self-Assessment Questionnaire.

· Describe your perception of the accuracy of these measures. 

· Discuss the implications of the scores for your effectiveness as a leader. 

· Give specific examples to support your ideas of effective leadership.   

In addition to the requirements above, your paper:

· Must be double-spaced and 12 point font

· Must be formatted according to APA style

· Must include an introductory paragraph with a thesis statement

· Must conclude with a restatement of the thesis and a conclusion paragraph

· Must reference at least two scholarly resources

· Must include a reference page written in APA format

 

Carefully review the Grading Rubric   for the criteria that will be used to evaluate your assignment.

 

Ashford 6: - Week 5 (Aug 27 - Sep 02)

Week Five Overview

Assignment	Due Date	Format	Grading Percent
Personality Types	Day 3 (1st post)	Discussion Forum	2
Glass Ceiling	Day 3 (1st post)	Discussion Forum	2
Metropole Services	Day 3 (1st post)	Discussion Forum	2
Program Comprehensive Exam	Day 7	Assignment	20

Learning Outcomes This week students will:

1. Describe the four personality types of Freud/Fromm; identify the types that best describe your personality and the characteristics you find most beneficial.

2. Discuss the glass ceiling and explore its impact on women.

3. Evaluate the leadership style used given the strategy and key environmental drivers.

4. Analyze your individual leadership style and effectiveness using the psychodynamic approach. 

Readings

1. Read the following chapters in your text, Leadership:

· Chapter 13: Psychodynamic Approach

· Chapter 14: Women and Leadership

2. Read the following chapter in your text, Cases in Leadership:

· Chapter 13: Case: Anita Jairam at Metropole Services

Recommended Readings

1. It is highly recommended that you read the following articles to gain a better understanding of leadership:

· Appelbaum, S., Audet, L., & Miller, J. (2003). Gender and leadership? Leadership and gender? A journey through the landscape of theories .  Leadership & Organization Development Journal, 24(1/2), 43-51.

· The world needs women leaders: It is not the glass ceiling that prevents women from achieving leadership roles . (2008). Strategic Direction. 24(3), 27-29.

· Downey, L.A., Papageorgiou, V., & Stough, C. (2006). Examining the relationship between leadership, emotional intelligence and intuition in senior female managers . Leadership & Organization Development Journal, 27(4), 250-264.

· Dulewicz, V. & Higgs, M. (2003). Leadership at the top: The need for emotional intelligence in organizations . International Journal of Organizational Analysis, 11(3), 193-210.

· Humphreys, J., Zhao, D., Ingram, K., Gladstone, J., & Basham, L. (2010). Situational narcissism and charismatic leadership: A conceptual framework .  Journal of Behavioral and Applied Management, 11(2), 118-136.

· Jogulu, U.D., & Wood, G.J. (2006). The role of leadership theory in raising the profile of women in management .  Equal Opportunities International, 25(4), 236-250.

· Sussan, A.P.(2006).  Management by emotion (MBE) . Competition Forum, 4(2), 433-437.

· Weyer, B. (2007).  Twenty years later: Explaining the persistence of the glass ceiling for women leaders . Women in Management Review, 22(6), 482-496.

Discussions

To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation:

1. Personality Types

Define/describe the 4 personality types of Freud/Fromm. Which of these personality types do you feel best describes your own personality? Describe a productive and unproductive version of your personality type. Do you know someone who is a productive narcissist? What characteristics do you find most beneficial in this type? Respond to at least two of your fellow students' postings.

2. Glass Ceiling

Define and describe the glass ceiling. Summarize the reports/research results of the glass ceiling's impact on women. Have you faced barriers similar to those described or observed others' experiences with any of these barriers? Give an example to illustrate. Respond to at least two of your fellow students' postings.

3. Metropole Services 

This week there was one case study: Anita Jairam at Metropole Services. In reviewing the case, address the following questions. Respond to at least two of your fellow students' postings.

· What are the key issues within the case? Why might Jairam's team be excluding her from important client meetings? What steps could she take to correct this situation?

Assignments

To complete this assignment, go to this week's Program Comprehensive Exam link in the left navigation:

1. Program Comprehensive Exam

Complete the comprehensive exam, which will take approximately two hours and will be graded based on your score. The full instructions for the exam are posted on the exam site, which is accessed via the link in the left navigation. The exam must be purchased from the Ashford bookstore before access will be granted.

Ashford 7: - Week 6 (Sep 03 - Sep 09)

Week Six Overview

 

Assignment	Due Date	Format	Grading Percent
Culture	Day 3 (1st post)	Discussion Forum	2
Ethical Leadership	Day 3 (1st post)	Discussion Forum	2
Leadership Decisions	Day 3 (1st post)	Discussion Forum	2
Final Paper	Day 7	Written Assignment	20

Learning Outcomes This week students will:

1. Explore culture and the various dimensions of culture.

2. Discuss the principles of ethical leadership.

3. Analyze the impact of key leadership decisions within domestic and international leadership.

4. Reflect upon personal leadership success and evaluate the factors that impacted your leadership.   

Readings

1. Read. the following chapters in your text, Leadership:

· Chapter 15: Culture and Leadership

· Chapter 16: Leadership Ethics 

2. Read. the following chapters in your text, Cases in Leadership:

· Chapter 14: Case: Intel in China

· Chapter 15: Case: Pembina Pipeline Corporation

Recommended Readings

1. It is recommended that you read the following articles to gain a better understanding of leadership:

· Alahmad, A. (2010). To be ethical or not to be: An international code of ethics for leadership.  Journal of Diversity Management, 5(1), 31-35.

· Allio, R. J. (2007). Bad leaders: How they get that way and what to do about them.  Strategy & Leadership, 35(3), 12-17.

· Ciulla, J. (2010). Being there: Why leaders should not "fiddle" while Rome burns. Presidential Studies Quarterly, 40(1) 38-56.

· Dooley, R. (2003). Four cultures, one company: Achieving corporate excellence through working cultural complexity. Organizational Development Journal, 21(2), p.52.

· It is also recommended that you read the following case from Cases in Leadership:

· Chapter 14: Case: Global Fatalities

Discussions

To participate in the following Discussion Forums, go to this week's Discussion link in the left navigation:

1. Culture

Define culture and explain the terms related to culture. Define and describe ethnocentrism and prejudice. Give personal examples to support your descriptions. Explain the dimension of culture that research has focused on in the past 30 years. Respond to at least two of your fellow students' postings.

2. Ethical Leadership

Define and describe the principles of ethical leadership. Which two of the five covered in Chapter 16 do you think are the most important? Why? Respond to at least two of your fellow students' postings.

3. Leadership Decisions This week there were two case studies; Intel in China and Pembina Pipeline Corporation. In reviewing the two cases, address the following questions. Respond to at least two of your fellow students' postings.

· Intel in China: how would you have handled the situation with Li? Should Tang fire Li? Should Tang allow Li to finish the project? Should he demand that he finish, thereby asserting his authority and attend to (more pressing?) management issues?

· Pembina Pipeline Corporation: as Patrick Walsh, what would you do next? How would you structure your media release? What other steps should you take?

Assignments

To complete this assignment, go to this week's Final Paper link in the left navigation:

Final Paper

The final assignment for this course is a Summary Project. The purpose of the Summary Project is for you to culminate the learning achieved in the course by describing your understanding and application of knowledge in the field of strategies of organizational leadership.  The Final Paper represents 20% of the overall course grade. Focus of the Final Paper

 

Write an eight- to ten-page paper (not including the title and reference pages) that addresses your personal best leadership experience.  Personal best is a time when you believe you had performed at the peak as a leader.  Be sure to incorporate elements from our reading in regards to your leadership approach, the type of leadership application; transactional, transformational, situational, etc.  Some questions to address in the essay are:

· What characterized the situation?  Who was involved?  Where and when did it take place?  Who initiated it?

· What approach did you apply to the situation?

· What type of leadership would you classify yourself as in this situation?

· What motivated you to engage in this project?  How did you challenge yourself and others?

· What did you aspire to achieve?  How did you build enthusiasm and excitement?

· How did you involve others?  How did you foster collaboration?  How did you build trust and respect?  How did you build the capacity to excel?

· What values and principles guided you and others?  How did you set the example?  How did you progress from one milestone to another?

· How did you recognize individuals?  How did you celebrate success?

· What lessons about leadership did you learn from the experience?

Writing the Final Paper

The Final Paper:

·  Must be double-spaced and 12 point font

· Must be formatted according to APA style

· Must include a cover page that includes:

· Title of paper

· Student’s name

· Course name and number

· Instructor’s name

· Date submitted 

· Must include an introductory paragraph with a thesis statement

· Must conclude with a restatement of the thesis and a conclusion paragraph

· Must include a reference page written in APA format

· Must use at least five scholarly sources, including a minimum of two from the Ashford Online Library.

· Must document all sources in APA style, as outlined in the Ashford Writing Center.

· Must include a separate reference page, formatted according to APA style as outlined in the Ashford Writing Center.

Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment.

WEEK 1 DISCUSSIONS 1 and 2

Assigned vs. Emergent Leaders

Assigned leaders refer to the people, who are appointed to a formal leadership designation. These people hold the power to take decisions within the organization. Assigned leaders can be chief executive officers of any company, directors of educational institutes, presidents of hospitals etc. On the other hand, emergent leaders are people who exercise leadership because they have the support and trust of other group members. Emergent leaders hold certain traits and qualities that people look forward to in their leader. It is not always necessary this person who holds the leadership position, have all the qualities of a good leader (Schein, 2010). The emergent leader holds leadership qualities that other group members have perceived necessary for a great leader. Emergent leaders hold the power to influence other group members and colleagues irrespective of their position in the organization.

I remember one instance, when I along with four other members, were assigned to complete one research project in one months’ time. After fifteen days I realized that we had not even completed 30 percent of the task. Through further communication, I took the initiative and created a scheduled time frame to complete the remaining tasks. In our determined scheduled time frame, all the activities along with those deadlines were listed. I assigned each individual a different responsibility, and asked them to communicate the status of their activities with each other on a daily basis. We successfully completed the task in the given time frame (Uhl-Bien & Marion, 2008). I appreciated the efforts of my team members who had shown their trust and faith in me and in which we had completed our tasks. That initiative taken by me to create a schedule and job allocation to each member helped in building trust and facilitated my emergence as a leader.

References

Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco: John Wiley & Sons.

Uhl-Bien, M. & Marion, R. (2008). Complexity Leadership. USA: IAP.

Assigned vs. Emergent Leaders      Assigned leaders refer to the people, who are appointed to a formal leadership designation.  These people hold the power to take decisions within the organization.  Assigned leaders can be chief executive officers of any company, directors of educational institutes, presidents of hospitals etc.  On the other hand, emergent leaders are people who exercise leadership because they have the support and trust of other group members.  Emergent leaders hold certain traits and qualities that people look forward to in their leader.  It is not always necessary this person who holds the leadership position, have all the qualities of a good leader (Schein, 2010).  The emergent leader holds leadership qualities that other group members have perceived necessary for a great leader.  Emergent leaders hold the power to influence other group members and colleagues irrespective of their position in the organization.      I remember one instance, when I along with four other members, were assigned to complete one research project in one months’ time.  After fifteen days I realized that we had not even completed 30 percent of the task.  Through further communication, I took the initiative and created a scheduled time frame to complete the remaining tasks.  In our determined scheduled time frame, all the activities along with those deadlines were listed.  I assigned each individual a different responsibility, and asked them to communicate the status of their activities with each other on a daily basis.  We successfully completed the task in the given time frame (Uhl-Bien & Marion, 2008).  I appreciated the efforts of my team members who had shown their trust and faith in me and in which we had completed our tasks.  That initiative taken by me to create a schedule and job allocation to each member helped in building trust and facilitated my emergence as a leader. References Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco: John Wiley & Sons. Uhl-Bien, M. & Marion, R. (2008). Complexity Leadership. USA: IAP.

Leadership Trait Questionnaire

Leadership trait questionnaires evaluate individual leadership qualities. This questionnaire evaluates an individual on 14 leadership traits. After the rating on all traits of the questionnaire I realized some of my major strengths and I have determined basically in summary the following. I take firm decisions and actions after analyzing a complete situation. I also make all efforts to adhere with the decision taken by me (Schwartz & Gimbel, 2009).

Example: I was working with a security products company. My company decided to launch a new product in the market and despite of tuff competition I kept sales targets very high for my team. I made all efforts including use of social media, personal selling, and pamphlet distribution along with other promotional activities. I personally generated a list of potential buyers and also called them; I made all efforts to turn them into regular customers. I also made regular visits to the field to sell those products and finally we achieved the determined targets. My team won team of the year award for our associated work.

I am not extremely outgoing which is the greatest weakness of my personality. I am pretty laid back, a little sensitive (which I do not show) and normally fairly friendly, but I can talk freely on most any subject as I get used to my surroundings or people. I do generally get along with others fairly quickly; and first make a mental attempt to understand the person and subject before going into any discussion (Schein, 2010). My age might incorporate such wisdom there.

Example: I remember one instance, when one of my colleagues scheduled a meeting with their client to explain some offerings. Unfortunately, he got occupied with some urgent work, asked by our CEO, and asked for my help in order to meet with the client and close the sales call. I found it a little difficult as, I was neither aware with the offerings nor with the client. However, I went for the meeting, explained the whole issue to the client and asked him to give me ten minutes to go through and review the offerings. I managed to successfully close the call and we were able to split the commissions, which I would not have had the opportunity previously.

As to a weakness situation, years ago my folks got into a financial tax situation, and my dad wanted me to pursue some options with a couple of my wealthy acquaintances. At first I fought this idea mentally, but realized the importance not only for my parents, but the long term existence of our family business. I set up an appointment, following through, and made a very big successful presentation and deal with this investor (Phillips College System). This not only saved our company but allowed expansion, health benefits, normally not available for my parents age, and eventually they were able to repurchase it and years of continued growth. It was a blessing for everyone, fortunately and made me a much stronger negotiator and businessman.

References

Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco: John Wiley &

Sons.

Schwartz, M. K. & Gimbel, K. G.. (2009). Leadership Resources: A Guide to Training and

Development Tools. USA: Center for Creative Leadership.

STUDENT RESPONSES – Discussion 1

Distinguish between assigned and emergent leaders. Give an example of an instance in which you "emerged" as a leader. Explain how your communication might have facilitated your emergence as leader. Respond to at least two of your fellow students' postings

Week 1 - Discussion 1 Assigned vs. Emergent Leaders Distinguish between assigned and emergent leaders. Assigned Leadership ~ In acquiring an assigned leader, organizations search among applicants looking for people to hire for leadership positions needing to be filled.  An assigned leader gains their authority through the hierarchy within a company.  This person must demonstrate wisdom, problem-solving skills and the ability to motivate employees to enable them to maintain their leadership position (Johnson, 2013). Emergent Leadership ~ It is not uncommon for a person who is in the leadership position to not always be the ‘real leader’.  The emergent leader is the person who is the most influential member of the group (Northouse, 2013).  As an organization grows and requires leadership, many will attempt to promote from within from among those who display leadership qualities.  These are the emergent leaders. An emergent leader can also be an employee who begins to take on tasks voluntarily and assists others to complete their tasks better.  This type of leader often is distinguished by proving themselves before being given a title (Johnson, 2013). Give an example of an instance in which you "emerged" as a leader. Explain how your communication might have facilitated your emergence as leader. The person that owns the restaurant in which I manage considers himself to be the leader of the business.  However, technically, I feel that I fit into both types of leadership in this organization.  If I were to choose one over the other, I think I would select the assigned leadership because I feel that it is necessary for me to demonstrate wisdom in my management and problem-solving skills.  I also need to possess the ability to motivate my employees so we all work together as a team. When I began working at the restaurant in which I am currently the manager, I was hired as the assistant manager and the person who was the manager was a chef. She was an excellent chef, but lacked in people skills and management abilities.  Eventually I quit my job because I felt that for the most part she condemned and undermined everything I did.  Three weeks later, the owner of the establishment called me and asked if I would come in and talk to him.  He said that if I would come back to work for his restaurant she would be fired immediately and I would manage the business in every sense of the word.  I was also given a generous pay raise to sweeten the pot a little.  I did go back to work there and my means of communication with my employees has facilitated this.  There were several people who were going to quit if I did not come back.  We now work together as a cohesive team without someone saying, “That isn’t part of my job, so why should I have to do it”.  If someone needs help, and they are not busy, they just do it.  In a sense we are a family because we spend more time together than we do with our own families and have established a sense of trust when it comes to talking about personal matters with each other.  I think that reaching this point in a small organization shows that I am a good leader and sincerely care about my employees and their well-being.  If their personal lives are on shaky ground it will have a major effect on their job performance.   References: Johnson, K. (2013). What is the difference between assigned leadership & emergent leadership? Houston Chronicle. Retrieved from: http://smallbusiness.chron.com/difference-between-assigned-leadership-emergent-leadership-35369.html Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications.   Respond

RE: Assigned vs. Emergent Leaders Instructor Smith 8/1/2013 6:16:53 AM

Modified:8/1/2013 6:18 AM Hello John, Good example of emergent leadership. Communication is a key aspect of effective leadership.. Good post, thought provoking Respond

Assigned vs Emergent Leaders Michael Hargrave 7/30/2013 8:31:43 PM

Having served in the US Navy for 20 years of my life I have seen both sides of this coin and I can think of no other example that could be better than the assignment process aboard ships. When a member would get promoted they would be assigned to a position of greater responsibility but lacks the skills to cope with the position. This is a perfect example of someone who is an assigned leader or, “Leadership that is based on occupying a position in an organization”, (Northouse, P pg. 8) is assigned leadership. They do nothing to earn the respect or influence others but lead based solely on their position. Emergent leaders on the other hand emerge within the organization a can become very powerful as they influence others along the path. An emergent leader is, “when others perceive an individual as the most influential member of a group or an organization, regardless of the individual’s title”. (Northouse, P pg. 8). In my case I was aboard the USS Kitty Hawk assigned to the catapult and arresting gear shop as an electrician. We had a Leading Petty Officer (LPO) who was one pay grade above me and he was assigned as our leader. I emerged as the leader of the group because I had previously been assigned to the same shop on another vessel and had many years of experience in the position I was assigned to. The other men assigned to the shop were very junior and had never been to sea and had very little experience working on the gear that we were tasked to maintain. They had been in the shipyard for most of their young careers and had most done menial tasks. I began to emerge as the leader of the group as I took these young men and began to teach them about the gear we would be working on. I spent many on and off duty hours working with them to understand the problems they would face maintaining the equipment. The LPO was never interested in what we were doing and rarely would he offer input. I tried to bring him along but because I was junior to him he felt that it would show weakness for him to accept my help. I learned a valuable lesson in power and persuasion during these times because there was an extreme amount of tension within the group. I told the men not to worry about the power struggle going on within the division but to focus on getting planes off the deck safely and recovering them the same way. The eventual solution was when we divided up the shop into two separate entities with my men following me and the LPO getting one young fireman to work the electrical safety shop. There was always tension between us but we worked through it and became two productive workshops. Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA Respond

RE: Assigned vs Emergent Leaders Instructor Smith 8/1/2013 6:24:23 AM

Modified:8/1/2013 6:24 AM Hello Michael H, Thank you for sharing...insightful. You are correct.a power struggle may ensue between the formal and informal or emergent leader. Care must be taken to ensure power struggles do not become counterproductive. Keep up the good work. All the best Dr. Mel Respond

Week 1 Post 1 Carolina Torres 8/1/2013 6:47:30 AM

An assigned leader is someone that is asked to be in that position, this is "leadership that is based on occupying a position in an organization" (Northouse, 2013). For example the manager in a department or the team leader in a sales team are considered assigned leaders because they were appointed to lead the team to achieve goals . On the other hand the emergent leader is the person that is looked as a leader without a formal title, this happens when the group follows someone, and  trust them to be their guide "this type of leadership is not assigned by a position; rather, it emerges over a period though communication (Northouse, 2013). Some examples of this type of leadership are those people that have been with the company for a long time and have build good rapport with management, and they feel comfortable expressing the feelings of the group, and helping the people achieve their goals due to their understanding of the system. When I started working for my employer in 2008 I was not in a leadership position. After a few years I had build some relationships with the managers and I was one of the top sales people in the company which gained the respect from the team. Even though didn't have a leadership title such as a supervisor or a team lead, the group looked at me for my opinion, and advise on how to deal with certain situations. Management recognized my influence in the group and they sought me to get results from the team because they knew the team trusted me and would respond to my guidance. I had gained this trust from the group and the management group because of my ability to communicate certain thought, and because I was able to translate how people felt to our leadership group. I became a trusted leader of the group and as a result I was able to improve results. The most important aspect within the communication was listening, I understood which was the underlying message and I was able to address the real concern which resulted in trust from the organization and it's members. Northouse, P. (2013). Leadership theory and practice (6th Ed). Thousand Oaks, CA. Respond

Discussion 1 Heather Schultz 8/1/2013 7:44:36 AM

There is a significant difference between a leader that is assigned and a leader that emerges.  Technically, a leader that is assigned, such as a department manager, is given the authority to act as the leader.  However, if the person assigned to this role does not fulfill the leadership expectations of followers, he/she will not truly be the leader.  This is where an emergent leader comes into play.  The individual that can emerge into the leadership role is one who has demonstrated the necessary skills and developed the follower’s trust to be successful in the role (Northouse, 2013, P. 8).  Assignment does not truly make a leader.  The true leader is revealed through ability and action. One of the most personal and amazing examples of a time when I emerged as a leader is when I was working at the local project for a private water company as the Administrative Assistant.  The Project Manager was, by far, the worst assigned leader and boss I have ever dealt with in the business world.  In a nutshell, he was uncommunicative, abusive, indecisive and completely ignorant of the day-to-day operations of a water/wastewater facility and spent the entire work day hiding in his office.  Because of this, there was not one employee in the plant that would listen or trust him.  However, because I was the individual that worked with him; had ongoing communication and a great relationship with the home office, regional managers and the client and held the trust of the employees, I became the unofficial leader of the operation.  Throughout the entire process, I kept the Project Manager fully informed at all times of the things that were happening, but as long as he did not receive any emails or phone calls, he simply did not care.  The project was very successful during this effort. This is mostly due to the fact that we had a great group of guys who were knowledgeable and dedicated to providing the best service possible to the community, but I like to think that my leadership efforts helped move the project forward. Reference: Northouse, P.G. 2013. Leadership: theory and practice. Sixth Edition. SAGE Publications, Inc. Respond

Week 1 Discussion 1 Robert Leighton 8/1/2013 10:28:41 AM

Distinguish between assigned and emergent leaders. Assigned Leader – Leadership that is based on occupying a position in an organization (Northouse, 2013, p. 8). Emergent Leader – when others perceive an individual as the most influential member of the group or an organization, regardless of the individual’s title (Northouse, 2103, p. 8). Give an example of an instance in which you "emerged" as a leader. My example of an emergent leader is from experience as a firefighter/paramedic. The fire service is a paramilitary organization with a hierarchical structure in place. The department is typically divided into three shifts with leaders assigned to each shift. When a leader is off shift an upgrade is made to fulfill leadership obligations. I was upgraded many times throughout my career to the position of Lieutenant, and also upgraded to Captain for several months. The upgraded position can be filled by the discretion of the shift commander. He/she has the option to re-assign personnel as needed to meet manning requirements. I was upgraded and moved to different positions within the shift to fulfill these requirements. Explain how your communication might have facilitated your emergence as leader We were a relatively small department having 84 personnel, serving a population of 50,000 residents. We also provided Emergency Medical Services (EMS); all members were required to maintain their Emergency Medical Technician (EMT) certification. The Squad Coordinator was not well liked in the department and had difficulty in trying to improve the EMS functions in the department. I approached the Squad Coordinator with a proposal to have a representative from each shift work with her and try to make improvements within the department. The individuals who worked on the project were well respected on their shifts and were able to approach the members with the ideas and relay information for the betterment of the department. The open dialogue which was created through this situation greatly improved the EMS program. The members had a voice in how many things were operated and felt their concerns were actually being heard.   Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 9781421974882. Respond

Week 1 Discussion 1 Michael Flores 8/1/2013 1:23:41 PM

There are many different definitions of leaders.  An assigned leader is placed in a leadership role based upon his/her position.  Assigned leaders are appointed this position from education, status, experience, or working their way up.  An emergent leader is a person who exhibits natural leadership traits that followers cling to and want to follow.  In any organization, there is always going to be an assigned leader and emergent leader.  An emergent leader is sometimes called an informal leader.  When people perceive an individual as the most influential member of a group or an organization, regardless of the individual’s title, this individual is displaying emergent leadership (Northouse, 2013).  There was a specific time when I had to perform an emergent leader role.  In the military, assigned leaders are a given because of the rank structure established.  I became the leader because my subject-matter expertise with major vehicle traffic accidents.  I attended a specialized school that taught me how to investigate traffic accidents, so I was empowered through knowledge on becoming the emergent leader for specific traffic accident situations.  When I communicated to leadership that I have experience and knowledge with traffic accidents, it automatically strengthened me to become the leader of the situation.             References Northouse, P. G. (2013).  Leadership.  Theory and Practice.  6th ed.  Retrieved from Thousand Oaks, CA:                 SAGE Publications, Inc.  Respond

Week 1 Matthias Burns 8/1/2013 4:15:19 PM

Assigned Leaders- is the leader that is placed in a position to take control. Most times in group setting this individual does not take control and becomes an effective leader. This individual can be an individual with the most diplomas and certificates in a group but does not understand group work. Emergent Leaders- is the leader that really leads the group the proper leadership way. In other words “not assigned by position; rather, it emerges over period through communication”(pg. 8). Playing college basketball I had the opportunity to experience many emerged leadership. Different times that I took it upon myself to become the emergent leader, such as in practice, locker room talk, and games. One that stands out is during a game; I noticed something that was not right with the team that the coaches did not notice. When we called a time out I asked everyone what the problem was and the team told me that they were tired; so I gave them some motivation which was winning a conference championship. The communication in which I used was trying to hear what the players had to say about the game in order to achieve our goal as a team. Even though I was not an assigned captain I still had my teammate’s best interest at heart.   Northouse, P. (2013). Leadership theory and practice (6th Ed). Thousand Oaks, CA. Respond

Week 1 Discussion 1 Michael Meeks 8/1/2013 4:20:58 PM

Assigned vs. Emergent Leaders      Assigned leaders refer to the people, who are appointed to a formal leadership designation.  These people hold the power to take decisions within the organization.  Assigned leaders can be chief executive officers of any company, directors of educational institutes, presidents of hospitals etc.  On the other hand, emergent leaders are people who exercise leadership because they have the support and trust of other group members.  Emergent leaders hold certain traits and qualities that people look forward to in their leader.  It is not always necessary this person who holds the leadership position, have all the qualities of a good leader (Schein, 2010).  The emergent leader holds leadership qualities that other group members have perceived necessary for a great leader.  Emergent leaders hold the power to influence other group members and colleagues irrespective of their position in the organization.      I remember one instance, when I along with four other members, were assigned to complete one research project in one months’ time.  After fifteen days I realized that we had not even completed 30 percent of the task.  Through further communication, I took the initiative and created a scheduled time frame to complete the remaining tasks.  In our determined scheduled time frame, all the activities along with those deadlines were listed.  I assigned each individual a different responsibility, and asked them to communicate the status of their activities with each other on a daily basis.  We successfully completed the task in the given time frame (Uhl-Bien & Marion, 2008).  I appreciated the efforts of my team members who had shown their trust and faith in me and in which we had completed our tasks.  That initiative taken by me to create a schedule and job allocation to each member helped in building trust and facilitated my emergence as a leader. References Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco: John Wiley & Sons. Uhl-Bien, M. & Marion, R. (2008). Complexity Leadership. USA: IAP.

DISCUSSION 2 RESPONSES

John Neal 7/31/2013 12:26:07 PM

Week 1 - Discussion 2 Leadership Trait Questionnaire Rate yourself on the Leadership Trait Questionnaire. What do you perceive as your greatest strength? Give an example of how your behavior in one situation illustrated this strength. What do you perceive as your greatest weakness? Give an example of how your behavior in one situation illustrated this weakness. The LTQ was interesting because it gave me a realistic look at myself as a leader as well as what I perceive are my strongest and weakest areas (Northouse, 2013).  My greatest strength is that I am ‘determined’. I have always taken a firm stand on circumstances and act with certainty. My greatest weakness is that I am not always ‘self-assured’.  I am not convinced that this is a bad or weak trait.  As a manager, I feel it is important that I appear to be self-assured when dealing with the public and more importantly with the owner of the business.  However, I must admit that internally, I am not always self-assured. I am currently a situation which being determined as well as being able to present my self-assurance are both an important part of my behavior involving a particular matter at work.  Currently the business is running in the red.  It is obvious that this is due to a poor location as the road in front of the business has been under construction for many years due to being cut through a mountain; and shows no signs of completion in the near future.  This is the viewpoint of our customers as they also state that the food, service and atmosphere are excellent.  The problem that I take personally is the fact that our business is running in the red and it is a bad reflection on me.  The owner of the business disagrees with me and is very wealthy.  Therefore, he feels that it is his money that is being lost and I should not be concerned.  He owns 18 other businesses which are profiting with the exception of the restaurant and therefore, the loss should not be of importance to me.  In the above scenario, I am ‘determined’ to do everything within my power to make the business turn around and become profitable.  However, in order to accomplish this, I need to also be ‘self-assured’ when I discuss changes I want to make.  Ironically, we had a meeting last night and I told him what changes I would like to make which I feel would improve business.  I told him that it would likely cost him $40,000 to accomplish these things.  I believe that the fact that I was determined that these were the only things that have not been tried in the past and are our last hope.  My self-assurance is what sold him on the idea.  Therefore, as I previously stated, ‘self-assurance’ is not always a weakness for me.  There are times it is one of my strengths.  This is what sold him on the ideas I suggested and today will begin starting to incorporate my recommendations into the business. Reference: Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications.   Respond

Leadership Traits Michael Hargrave 7/31/2013 6:29:56 PM

After taking the survey I found that my greatest strength was my compassion for people. I am the consummate people person. I feel that people are the organization and not the other way around. However with that said my organization is based on the pure financial results. Since our results are glowing at this point in time everyone is happy and work is pleasant. I communicate well with others and I am a source of support for many in my workplace. Not only do I support the teams offshore but I also support the onshore team with the same vigor. Our financial objectives are garnered by the rigs working for sustained periods of time which is often difficult. One of my greatest weaknesses is my listening ability. This was pointed out to me recently by a team of personnel sent in to asses us in an environment in which we were thrown into a group of senior personnel. They loved that I took charge of the situation but they didn’t like the fact that I would shut out people who didn’t agree with my perspective. Since I am an extrovert that often tends to happen when people do not agree or have a different viewpoint. The Judge, Bono, Ilies, and Gerhardt survey found that, “Extraversion was the factor most strongly associated with leadership. It is the most important trait of an effective leader.” (Northouse, P pg. 27). Upon hearing the observation of the class facilitator I knew exactly what he was saying and could even pinpoint the occasion it happened. I took steps to correct that aspect of my personality and have made great strides in listening and observing others viewpoints. While I am still assertive and dominant in my beliefs I often catch myself taking a pause and just hearing the other viewpoints around me. Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA Respond

Discussion 2 Heather Schultz 8/1/2013 7:45:07 AM

After completing the Leadership Trait Questionnaire, I perceive that I have been blessed with a number of leadership strengths.  My most significant, however, is my ability to articulate effectively.  This is a skill that I have worked very hard to master over the years.  As a theatrical producer/director, it is vital that I be able to communicate with all the individuals involved.  For example, the show that I am currently directing/producing has a number of groups that I communicate with on a regular basis.  At the beginning of each week, I send an email to the entire production group with a status update and the week’s focus.  For instance, I sent an email last Sunday breaking out the rehearsal dates, times and scenes that we would be working on; a list of props and set pieces we still need; a reminder of the technical meeting and a note of appreciation for everyone’s hard work thus far.  This keeps everyone on the same knowledge level and, from the feedback that I receive all the time, is extremely appreciated by the entire group. On the other hand, my greatest weakness is my ability to empathetic towards others.  I believe that this is due to my personal philosophy of “suck it up and get it done” attitude.  I forget that others do not handle day-to-day situations in the same way.  In addition, as the leader with the overall big picture in mind, the seemingly petty issues that individuals display can get lost on me.  For example, I recently had an actor that quit the show three weeks before it opened due to the stress he placed upon himself regarding the role.  I had significant difficulty empathizing with his situation and was not as warm and friendly with his resignation as I probably should have because I kept thinking about what I needed to do to fill the role and get the show back on track.  I am working diligently to be conscious of the need to improve this trait. Respond

Week 1 Discussion 2 Robert Leighton 8/1/2013 12:11:27 PM

Rate yourself on the Leadership Trait Questionnaire. What do you perceive as your greatest strength? My greatest strength in the Leadership Trait Questionnaire is conscientious. Northouse (2013) defines conscientious as “is thorough, organized and controlled (p. 38). Give an example of how your behavior in one situation illustrated this strength. Throughout my professional life I have always tried to remain “fair, firm and consistent”. This has helped through my career in the fire/ems service. What do you perceive as your greatest weakness? My weakness would self-confident and self –assured. I view this as a witness as many people tell me I possess many of the traits listed in the questionnaire but I need to be more vocal and self-promoting. I m confident and assured but have not until being unemployed have to be boastful about my skills and abilities. Give an example of how your behavior in one situation illustrated this weakness I find this difficult because I have always had my actions do my talking for me. During my career in the fire service, ability of performing the job, knowledge of the job were two factors in promoting your qualifications. Currently I am unemployed and have been told I need to be more of a “salesman” in promoting myself for a potential job.   Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 9781421974882. Respond

Week 1 Post 2 Carolina Torres 8/1/2013 2:31:59 PM

My greatest strenght is the fact that I am dependable. People know that if they ask me to do something and I agree to do it, then it will be completed, they know I will work efficiently to accomplish the objective providing an excellent product. Recently there was a project that came to the department and they needed a supervisor that could put together the project last minute, so they gave it to me. I was able to put together a plan and  train everyone in a timely manner so they could be ready for the start day. The pilot is starting in a couple of days and all team members are ready to embark in this project. My greatest weakness is self confidence. Somehow in my head I still feel that I am the person that just graduated college and somehow I forgotten about all the experience and knowledge I have acquired in the last years. Whenever they ask me to do something I wonder if I have the necessary skills to complete what they ask me. There is always doubt in my mind and that can only be overcome by perseverance and looking for guidance from others. After I was promoted I had a moment of incredible self doubt. I wonder what was I doing and I wasn't sure if I was going to be able to deliver the results I promised. That quickly changes after I started in the new role and I started to gain knowledge and I understood the job.   Respond

Week 1 Discussion 2 Michael Flores 8/1/2013 3:42:55 PM

After taking the leadership questionnaire, I found out that my greatest strength is the capability to detail-oriented and conscious of what I am doing.  I am a very analytical thinker with the capability of figuring things and planning specific situations.  My strongest personality is the capability to make the right decisions by having great planning.  My downfall to planning is not being able to work well when things are not coordinate or planned properly.  It is considered a huge downfall because it shows the capability to make things right if the planning is there.  If the planning does not exist, I will become frustrated and not show any interest on what is happening.  I do have the ability to be an effective leader because of my knowledge and my capability to learn things quickly (Northouse, 2013).  That is definitely the most important part about being a leader is having the capability to influence people using the right amount of energy so they will follow you.  This is very important because it shows the determination to make the necessary changes and effectively keeps people informed as a leader.  Being able to influence people is very important because it shows the characteristic of adapting to whatever would be a challenge.    References Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA Respond

Week 1 Discussion 2 Michael Meeks 8/1/2013 4:36:02 PM

Leadership Trait Questionnaire      Leadership trait questionnaires evaluate individual leadership qualities. This questionnaire evaluates an individual on 14 leadership traits.  After the rating on all traits of the questionnaire I realized some of my major strengths and I have determined basically in summary the following.  I take firm decisions and actions after analyzing a complete situation.  I also make all efforts to adhere with the decision taken by me (Schwartz & Gimbel, 2009).      Example: I was working with a security products company.  My company decided to launch a new product in the market and despite of tough competition I kept sales targets very high for my team.  I made all efforts including use of social media, personal selling, and pamphlet distribution along with other promotional activities.  I personally generated a list of potential buyers and also called them; I made all efforts to turn them into regular customers.  I also made regular visits to the field to sell those products and finally we achieved the determined targets. My team won team of the year award for our associated work.      I am not extremely outgoing which is the greatest weakness of my personality.  I am pretty laid back, a little sensitive (which I do not show) and normally fairly friendly, but I can talk freely on most any subject as I get used to my surroundings or people.  I do generally get along with others fairly quickly; and first make a mental attempt to understand the person and subject before going into any discussion (Schein, 2010). My age might incorporate such wisdom there.      Example: I remember one instance, when one of my colleagues scheduled a meeting with their client to explain some offerings.  Unfortunately, he got occupied with some urgent work, asked by our CEO, and asked for my help in order to meet with the client and close the sales call.  I found it a little difficult as, I was neither aware with the offerings nor with the client.  However, I went for the meeting, explained the whole issue to the client and asked him to give me ten minutes to go through and review the offerings.  I managed to successfully close the call and we were able to split the commissions, which I would not have had the opportunity previously.      As to a weakness situation, years ago my folks got into a financial tax situation, and my dad wanted me to pursue some options with a couple of my wealthy acquaintances.  At first I fought this idea mentally, but realized the importance not only for my parents, but the long term existence of our family business.  I set up an appointment, following through, and made a very big successful presentation and deal with this investor (Phillips College System).  This not only saved our company but allowed expansion, health benefits, normally not available for my parents age, and eventually they were able to repurchase it and years of continued growth.  It was a blessing for everyone, fortunately and made me a much stronger negotiator and businessman. References Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco: John Wiley &         Sons. Schwartz, M. K. & Gimbel, K. G.. (2009). Leadership Resources: A Guide to Training and Development Tools. USA: Center for Creative Leadership.