Leadership

You may be familiar with the term safe space. Arao and Clemens (2013)  argue that “authentic learning about social justice often requires the very qualities of risk, difficulty, and controversy that are defined as incompatible with safety” (p. 139). As such, we will work as a group to discuss what hesitations we have about discussing multicultural leadership. Then, we will set ground rules for our groups to foster “brave spaces.”For us to engage in authentic learning about leadership in multicultural organizations, we have to take risks, perhaps make mistakes, and feel uncomfortable.We have to be brave.Answer following questions:What does a brave space feel like to you?What hesitations or fears do you have about our ability to create a brave space?How can we help address each others’ hesitations?

INSTRUCTIONSThe student will write a paper that focuses on the relationship between people, risk, and security. Specifically, the student will choose a particular industry to analyze, build a risk management plan, and evaluate the effectiveness of that plan as it pertains to that industry’s human resources.•    7-page length requirement, which should include an abstract of 150-250 words•    Excluded from this length is the title page and reference section•    APA formatted•    5 references are required in addition to the course textbooks and the Bible•    Acceptable sources include scholarly articles published within the last five years

The purpose is to familiarize one’s self with the literature on egoism, exploring if self-interest can be grounds for morality.After reading the textbook chapters, locate scholarly articles on the topics of egoism and self-interest.  Become familiar with the questions below:    a. What is egoism and the history behind it?    b. What are the differences between ethical egoism and psychological egoism?    c. How does egoism challenge morality?    d. Why will conflict arise without morality?    e. Is ethical egoism self-contradictory or merely inconsistent?Write an essay paper discussing:    -An explanation of egoism, as it exists in alternative ethics.    -An analysis of each question (a-e above) with scholarly support and connection to class readings.    -A detailed, written explanation of how each of the five questions (a-e) pertaining to leaders who make exceptions.  Be specific, providing real-world examples to support your claims.Your essay should be 2000-2250 words and should include at least four (4) citations. Follow the guidelines for APA writing style, including proper headings for each section you are addressing.  The title page and references page do not count toward the minimum word amount for this assignment.Books assigned for this class are as follows:Price, T.L. (2006). Understanding ethical failures in leadership. Cambridge University Press.Price, T.L. (2008). Leadership ethics: An introduction. Cambridge University Press.

?Discussion: Action Learning Gurus?In the background materials you viewed two short animated videos that helped introduce you to the basics of action learning. For this discussion take a look at some more “serious” videos from some of the leading authorities on action learningReg Revans is one of the early founders of action learning and his videos tend to be extremely serious in tone. Several of his classic videos are available on YouTube. More recent videos are also available by Michael Marquardt, another leading authority on action learning and author of one of the required background readings. Take a look at some videos from both of these action learning experts and share the links to couple videos that you found the most interesting or at least kept you awake.What are your overall impressions of Drs. Marquardt and Revans? Which one seemed to be more authoritative or better at explaining the concepts? Anything useful in the presentations that helped you learn or absorb the concepts covered in the required background materials? Or did you just have trouble staying awake? Let your classmates know what your recommendations are regarding these videos. This post should be in the first week of the module.For the second week of the module, compare and contrast the reading from Dr. Marquardt listed in the background readings to one of his videos.  Is his written style similar to his speaking style?  Was the material in the video and book chapter consistent with each other??ACTION LEARNING?Required MaterialFirst, start out with this short video:Kristiansen, T. (2010). Align corporate learning with strategy setting. [Books24x7 version]. Available in the  Online Library.This is probably the toughest topic of this class so make sure to take some time to carefully go through all of the readings. The following book chapter will give you a general overview of action learning and is a good place to start:Book JacketPassmore, J. (2011). Chapter 3: Action learning supervision for coaches. Supervision in Coaching: Supervision, Ethics, and Continuous Professional Development. London: Kogan Page. [EBSCO eBook Collection]Now read up on action learning in much more detail in these following readings:Book JacketPedler, M., & Abbott, C. (2013). Chapter 1: Action learning: Its origins and principles. Facilitating Action Learning: A Practitioner’s Guide. Maidenhead: McGraw-Hill Education. [EBSCO eBook Collection]Book Cover ImageMarquardt, M. J. (2004). Chapter 8: Introducing, implementing, and sustaining action learning. Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time. Yarmouth, ME, USA: Nicholas Brealey Publishing. [Ebrary]Action learning is one of the tougher topics of this module, so if you are still have some difficulty with the concepts you may want to take a look at some of the optional materials below.Optional MaterialClifford, J., & Thorpe, S. (2007). Chapter 4: Learning and development methods. Workplace Learning & Development: Delivering Competitive Advantage for Your Organization. London: Kogan Page, pp. 29-32. [eBook Academic Collection. Note: You don’t have to read the whole chapter, just the section on action learning]Peters, M. (2013). Accomplish two for one with action learning. T + D, 67(2), 52-57. [ProQuest]

The True Colors Mid-Way assignment will measure your knowledge and practice of True Colors principles during your DYLA experience.  You have three essays and full credit for each essay is described in the directions. Please review the book to help you answer these questions.Book: True Colors -Public Service Leadership by LT COL Barry Waite, USAF Ret1.  In a paragraph, describe your 4-color spectrum with the influence of your introversion, ambiversion, or extroversion (how you get your energy).  Full credit:  paragraph, description of your four colors and their different intensities, identification of how you get your energy and impact on your primary and/or secondary color. 2.  In a paragraph, give a description of using your True Colors to communicate better with another person based on their True Colors.Full credit:  paragraph, description of a situation; and orange, blue, gold, or green communication preference described.3.  In a paragraph, with your knowledge of True Colors, describe a staff meeting where you celebrated personality diversity by asking for and listening to other points of view.  What was the result?Full credit:  paragraph, description of situation, bringing in all four-color’s views,  and description of the result either in feelings or actual outcomes.

What role should one’s personal values and beliefs play in his or her leadership?

These are the points to consider:To what extent, according to Plato, is it easy to change people? To what extent does he believe it is easier to change ideas?Why does Plato consider it easier to maintain the status rather than to implement change?What role does insight play in defining and influencing change within an organization?What does Plato consider to be the highest duty of the legislator or leader of the state?No citations are needed.

What recommendations would you give to a leader who is trying to overcoming low motivation in his or her followers? How best can he or she motivate his or her followers?

The discussion Boards focus on a particular group of ethical leadership and organizational ethics concepts. These discussions are designed to be scholarly examinations of complex constructs and through the engagement of fellow students, offer deeper exploration. Your expanded exploration and graceful challenges will provoke deeper learning and the development of sound reasoning in support of clearer, worldview-based ethical perspectives. In the process of discussions, you will also develop richer research, reasoning, and doctoral level presentation practices as you deepen your personal ethical leadership understanding.These discussions are intended to be scholarly dialogs and for each thread, you must support all of your assertions with proper scholarly support in APA format with sources listed as References at the end of the post. Support ALL claims and information provided. Discussions threads are expected to engage the assigned subject matter, drawing on the reading and study materials within the course as well as additional researched scholarly materials. A minimum of 4 scholarly sources are required for your initial thread. Acceptable sources are textbooks, Bible, peer-reviewed journal articles, and quality popular press articles (HBR, Forbes, BusinessWeek, etc.) with no more than 1 popular press article per week.Assignment:Explain how ethical considerations, reasoning, power, and worldviews may influence how leaders make decisions and how the decision-making method they use may impact the leader’s ability to influence. Integrate the results of your Self-Assessment 5.1 from Johnson in your discussion. Feel free to include decision-models beyond those covered in the text at your option. Incorporate study material, personal worldview, experiences, observations, and reasoning principles that should be considered. As usual, use textbooks and peer-reviewed scholarly journals to support your perspectives or arguments. Be sure to review the Discussions Instructions document and grading rubric (found in the Assignment Instructions folder) for additional assignment guidance.You must include at least 4 scholarly sources (with a limit of 1 popular press article). Please read the grading rubric before starting this paper.Readings: (Attached)•    Damer: chs. 2 –4•    Johnson: chs. 3, 5, Self-Assessment 5.1•    Koukl: God (chapter 6)

Module 3 – SLP360-DEGREE FEEDBACKFor this assignment you will be applying the concepts from the background readings to some specific scenarios that you might face if you were a leadership development coach. Make sure to thoroughly review Fleenor, et al. (2008) before starting on this assignment.For each of the scenarios below, use at least one reference from the required readings to answer the specific question. Use your knowledge of the background readings to diagnose each scenario in terms of what went wrong and what could have been done differently. Your paper should be 2-3 pages in length:An organization decides that they don’t want to spend the large amount of money to use a 360-degree survey from an established vendor and instead decides to develop their own survey. An employee in the human resource department is asked to create a list of 50 questions about different areas of leadership performance. Two of the senior managers look at the questions briefly and then send out the survey as part of a 360-degree process. Once the results come in, there is no rhyme or reason to the results. For example, one top performing leader in the organization gets perfect performance scores from some employees and very negative scores from other employees. Management is not sure if the results from the survey can be trusted or not.A unit in one organization is having a lot of performance issues and senior management is not sure of the reasons for this. They don’t want to fire any employees, but they do think some of the supervisors need to improve their leadership skills. The survey is sent to five employees, which includes two supervisors and three direct reports. They are told that although the survey will be anonymous, the results of each survey will be shared with all five employees; the names will be removed from each survey, and they will all be able to see the evaluation scores on each question. When senior management sees the survey results, they find that all five employees received almost perfect scores and no useful information from the surveys can be found.A software company is concerned that they are losing market share to their competitors and that their software is not as high in quality as it used to be. In an effort to improve their competitiveness, they decide to use a 360-degree survey process to identify areas for improvement in leadership skills among their top supervisors in their software design department. After searching through a few different 360-degree instruments offered by different vendors, they find a survey that focuses on communication and teamwork skills. The process seems to go very well as supervisors who score low on communication or teamwork agree to go through training to improve these skills. One year later, the 360-degree process is repeated, and most supervisors show greatly improved communication and teamwork skills. However, the quality of the company’s software does not seem to have improved at all in spite of the improvements in communication and teamwork.?Required Material?First, start out by viewing this short introduction to 360-degree feedback:Sheahan, P. (2013). Test your assumptions. [Books24x7 version]. Available in the  Online Library.Davis, Erroll, Jr., ( © 2005). Using feedback to become a more effective leader. [Video File]. [Books24x7 version]Lepsinger, Richard & Lucia, Anntoinette D.. ( © 2009). The art and science of 360 degree feedback, second edition. [Books24x7 version]Now read Chapters 1 and 2 of the following book for a more thorough and detailed overview of the 306-degree feedback process.  The checklist on page 37 will be useful for the Case Assignment:Book JacketTaylor, S., Chappelow, C., & Fleenor, J. (2008). Leveraging the Impact of 360-Degree Feedback. Hoboken, NJ, USA: Pfeiffer. [EBSCO eBook Collection]The Vukotich (2014) article below is also highly recommended but not required.Optional ReadingVukotich, G. (2014). 360° Feedback: Ready, Fire, Aim-Issues With Improper Implementation. Performance Improvement, 53(1), 30-35.Mukherjee, S. (2014). Chapter 10: 360 degree survey in coaching need assessment. Corporate Coaching: The Essential Guide. New Delhi, India: Sage Publications Pvt. Ltd. [EBSCO eBook Collection]