This document summarizes the respondent's experience with leadership, collaboration, and ethics. For leadership and collaboration experience, the respondent describes leading a marketing team for a new drug project. They analyzed their democratic leadership style, analytical and behavioral decision-making approaches, and assertive communication methods. They also discussed fostering collaboration through a team-based reward system. For ethics experience, the respondent described an ethical dilemma around marketing an expensive influenza drug to a low-income population, which conflicted with principles of justice and non-maleficence.

1. Business
Application Systems
Structured Query Language -
SQL
Prof. Dr. Peter Wolf
Business Application Systems Prof. Dr. Peter WolfChart 2
Query language SQL
a database
language is needed.
management
systems) is SQL (Structured Query Language).
SQL92 / SQL99
tandard SQL99 contains more than 1000
pages manual; no
existing RDBMS achieves SQL99.

2. guaranteed by the use of
SQL92
Business Application Systems Prof. Dr. Peter WolfChart 3
Query language SQL
– Data Definition Language
system. It contains
instructions to create, change the definition or delete tables.
– Data Manipulation Language
entries of a database
– Data Control Language
rights, to lock tables
etc.

3. LOCK
Business Application Systems Prof. Dr. Peter WolfChart 4
example:
CREATE TABLE Vorlesung (
VorlesungNr integer UNIQUE -- primary key
FächergruppenNr integer -- association to Fächergruppe
Titel varchar (60) NOT NULL -- titel of lecture
Kurztitel char(20) -- shorttitel
CONSTRAINT PRIMARY KEY (VorlesungNr)
);
column constraint :
UNIQUE = values can not exist more than one time
NOT NULL = value NULL not allowed
table constraint :
PRIMARY KEY defines the attribute as primary key attribute
relation name
attribute
data type (domain)
column constraint
commentar
table constraint

4. Query language SQL
Business Application Systems Prof. Dr. Peter WolfChart 5
Query language SQL
– syntax and clauses
- schema
SELECT * or table.* or [table.]attribute1[AS alias1] [, ... ]
FROM table [, ...]
[ WHERE ... ]
[ GROUP BY [table.] attribute1, [, ... ] ]
[ HAVING ... ]
[ ORDER BY [table.] attribute2, [, ... ] ]
* all attributes of the table
table name of the selected table
attribute1, attribute2 name of attributes of the table
alias1 text string which appears in the result instead of the
attribute
name
[...] items in these brackets can be used optional
Business Application Systems Prof. Dr. Peter WolfChart 6
Query language SQL
–
instruction :

5. ection : selects certain rows of tables which achieve the
condition
SELECT * FROM employees WHERE name = „Huber“
SELECT name, firstname FROM employees
name first name date of birth
Milke Lise 3.6.1934
Huber Karl 16.12.1964
Trunstein Helga 30.7.1956
name first name date of birth
Kelz Andreas 21.7.1965
Huber Karl 16.12.1964
Ernsbach Elli 29.6.1956
name first name date of birth
Huber Karl 16.12.1964
name first name
Kelz Andreas
Huber Karl

6. Ernsbach Elli
employees
Business Application Systems Prof. Dr. Peter WolfChart 7
3. query language SQL
–
instruction :
(number and type
of
columns)
SELECT * FROM employees UNION SELECT * FROM
customers
name first name date of birth
Milke Lise 3.6.1934
Huber Karl 16.12.1964
Trunstein Helga 30.7.1956
name first name date of birth
Kelz Andreas 21.7.1965
Huber Karl 16.12.1964
Ernsbach Elli 29.6.1956

7. name first name date of birth
Milke Lise 3.6.1934
Huber Karl 16.12.1964
Trunstein Helga 30.7.1956
Kelz Andreas 21.7.65
Ernsbach Elli 29.6.1956
employees customers
Business Application Systems Prof. Dr. Peter WolfChart 8
Operators for comparison of the WHERE – clause
mit „-“ for any character on time (in ACCESS „?“)
mit „#“ for any number

8. – standard
SELECT * FROM employees WHERE name = „Huber“
Query language SQL
Business Application Systems Prof. Dr. Peter WolfChart 9
ggregate functions
of many values
of many data records with the same conditions
.
the
GROUP BY – clause.
Query language SQL
Business Application Systems Prof. Dr. Peter WolfChart 10

9. – clause
– clause you can merge data records
which have the same
value in one or more attributes to a group. Therefore you have
to use an
aggregate function in the SELECT :
FROM Lager
GROUP BY Artikel.Lagerbereich
– clause definies the data records for the
group.
The HAVING – clause allows a conditional selection of the
resulting data
records after the building of the group.
FROM Lager
GROUP BY Artikel.Lagerbereich
HAVING SUM(Artikel.Bestand) > 1000
Query language SQL
Business Application Systems Prof. Dr. Peter WolfChart 11
– clause
–
clause.
FROM Lager

10. GROUP BY Artikel.Lagerbereich
ORDER BY SUM(Artikel.Bestand) DESC
ASC means ASCENDING
Query language SQL
Remove or Replace: Header Is Not Doc Title
Western Medical Enterprises Applicant Questionnaire
Directions: Please provide responses to the two sections below.
The expectation is that each response is from 1-2 pages in
length (not including the information already present in this
document which is approximately 1 page). You are expected to
support your assertions, ideas, or opinions with at least two
scholarly or professional resources where appropriate using
current APA style and formatting.
Section I: Leadership and Collaboration Experience
Briefly describe an instance where you were required to lead
and motivate a team of professionals to collaborate. It does not
need to be in a health care setting. If you have not lead a team
of professionals before, use a different example.
Next, analyze your approach to the challenge using specific
examples. It is not important whether or not your efforts were
successful. What is important is the approach you take to
appraising your leadership and collaboration decisions and
actions. Do the following:
Analyze your leadership of the project. Consider the following:
· What was the purpose or shared vision of the team?
· The effectiveness of your leadership approach and style. Did

11. you get “buy in” from stakeholders?
· Decision making processes and outcomes? What were your
good decisions? What would you have done differently?
· How did you communication your vision, values, decisions,
information, et cetera?
Analyze your approach to fostering collaboration and
motivation among stakeholders. Consider:
· How well you facilitated member or participant collaboration
and engagement with one another. Did participants
communicate effectively?
· Actions you took to motivate people to realize your vision or
tactics. Did the team or participants feel motivated and
energized by you? Why or why not?
[Enter Your Response for Section 1 Here]
Section II: Ethics Experience
Briefly describe an ethical dilemma that that demonstrates your
application of ethical principles in the health care setting. Next,
analyze your response or actions (even if there were none) to
the event against one of the reference points below. Were your
(in)actions or choices supported by the chosen framework? Be
specific and include two references citing one or more of the
following.
Any workplace code of ethics (consider choosing one from a
place you work or have worked).
The Professional code of ethics for your profession.
AND one of the following:
· Ethical Decision-Making in a Caring Environment: The Four
Principles and Leads.
· American College of Healthcare Executives Code of Ethics.

12. [Enter Your Response to Section 2 Here]
***End of Document***
1
2
1
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this document are prohibited.
Self-Assessment of Leadership, Collaboration, and Ethics
Learner’s Name

13. Capella University
NHS5004: Collaboration, Communication, and Case Analysis
for Master's Learners
Instructor Name
December 1, 2019
2
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this document are prohibited.
Self-Assessment of Leadership, Collaboration, and Ethics
A leader is responsible for promoting collaborati on and
fostering trust among team
members. Trust among team members reflects mutual
confidence in each other’s experience and
expertise, thereby encouraging interdependence. Collaboration
within the team helps achieve
organizational goals. The first section of this assessment will
address the importance of
leadership, styles of leadership, styles of decision-making,
forms of communication, and
importance of collaboration. The second section will address the

14. relevance of ethics. The
sections will discuss collaboration and ethics in a way that
represents answers to a questionnaire
provided by Western Medical Enterprises.
Section 1: Leadership and Collaboration Experience
Three years ago, I started working with ABC Laboratories Inc.
as a marketing manager
for its Houston branch. ABC Laboratories Inc. is a
pharmaceutical company with its
headquarters in New York City. The company has 24 branches
across the United States of
America. I was leading a team of 11 members when a new
project was initiated. This project
involved marketing a new drug for influenza that was
introduced by the laboratory’s research
and development department. The objective of the new project
was to understand the product
and the target market and create a marketing plan within 3
months. As the leader of the
marketing team, I was responsible for communicating the
objective of the new project to the
team. It was important to highlight the various processes that
would be followed. The team was

15. informed that the project would require not only collaboration
within the marketing team but also
collaboration with professionals from other departments such as
sales, finance, and research and
development.
3
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this document are prohibited.
To meet the objective of the new project, I decided to follow the
democratic style of
leadership. My team comprised members from different age
groups and ethnic backgrounds. I
wanted to involve each one of them and benefit from their
experiences, creativity, and
professional expertise. The democratic style of leadership
encourages team members to be more
participative and provide suggestions when required. I was
responsible for ensuring that there
were no deviations and hiccups in the course of the project.
Following the democratic style of
leadership created an open-door policy for communication with
the team members, encouraging

16. the exchange of ideas and feedback (Kaleem et al., 2016). This
not only motivated team
members but also helped them develop a sense of ownership
towards the project because their
inputs were genuinely considered during decision-making. This,
in turn, decreased absenteeism
and employee turnover and improved the team’s efficiency in
meeting project objectives.
Decision-making is a major element of leadership, and I chose
the analytical and the
behavioral styles of decision-making. Following the analytical
style, I ensured that I collected
and analyzed all project-related data to make decisions.
Although time consuming, this decision-
making style helps cover possible loopholes when considering a
course of action. The behavioral
style helped me foster trust in the team as I consulted the team
members before finalizing any
decision (Azeska et al., 2017). This helped assuage concerns
members might have had and
helped them stay up-to-date with the project’s progress.
Although the project was successful, in
hindsight, I would have employed the behavioral style of
decision-making a lot more than the

17. analytical style. This would have reduced the time I spent
during the planning phase, which
would have helped the team achieve the objectives of the
project in a shorter time span (Azeska
et al., 2017).
4
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this document are prohibited.
Communication is essential for the successful completion of any
project. Effective
communication ensures that team members are aware of
objectives and that there is no
redundancy in the course of action. It was important to ensure
that communication between the
marketing team members was clear. It was also essential that
communication between the
marketing team and the teams from other departments was clear
and objective. Transparency in
communicating project requirements promoted coordination
between the team members. As a
leader, I was assertive while communicating. Consequently, I
could express my ideas and

18. provide feedback in an honest and direct manner while also
respecting my team members’
suggestions and opinions (Bocar, 2017). This was consistent
with my chosen style of leadership
and decision-making. I also made sure that all channels of
communication, formal or informal,
were open, ensuring clarity in the tasks that needed to be
performed. Team members were
assured that they could approach me to discuss any problems or
grievances, which made them
feel more valuable to the organization. This made the team feel
more confident in my position as
a leader.
The right blend of communication and leadership styles was
reflected in the commitment
the team had to completing the project efficiently and
effectively. As a leader, I was responsible
for ensuring effective collaboration between team members
from different ethnic backgrounds,
age groups, and specializations. Such collaboration was
important for knowledge sharing and
fostering mutual trust, which led to the successful achievement
of targets and objectives. To
encourage team members to perform better both individually

19. and as a team, a team-based reward
system was introduced. In this reward system, all monetary or
nonmonetary incentives were
linked to the achievement of team goals. This encourages team
members to collaborate, develop
confidence in each other’s skills, and delegate tasks based on
the expertise of team members.
5
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This leads to the achievement of project objectives and enables
team members to rely on each
other’s work. High interdependence, within the team and with
other departments, and an
environment requiring cooperation promote collaboration
(Gomez-Mejia & Franco-Santos,
2015). Using the team-based reward system, I was able to
develop a concept of “we” rather than
“me” in my team. This approach was initially resisted because
the team was concerned about
below-average performers bringing down the entire team’s
incentives. However, through one-on-

20. one conversations, workshops, mentoring, and outbound
training, I was able to make the entire
team believe in each other’s strengths and encourage them to
help one another. My experience in
this project made me realize the importance of understanding
the team’s requirements and
ensuring their involvement in achieving a project’s objectives.
Section 2: Ethics Experience
As a health care executive, I have faced ethical challenges that
can directly impact the
lives of patients and their families. To handle these challenges
effectively, I refer to the code of
ethics devised by James Childress and Tom Beauchamp in
Principles of Biomedical Ethics. This
code of ethics outlines principles designed to help professionals
in health care settings handle
ethical challenges with integrity and honesty. The code of ethics
document presents four
principles: autonomy, justice, beneficence, and nonmaleficence.
When two or more of these
ethical principles conflict with one another, an ethical dilemma
arises. When I face an ethical
dilemma in my professional life, I use the LEADS framework,
which stands for lead self, engage

21. others, achieve results, develop coalitions, and systems
transformation, to make a fair decision
(Levitt, 2014). The LEADS framework describes the abilities,
skills, and knowledge an ethical
leader requires at all levels in an organization.
6
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this document are prohibited.
The fundamental aim of the health care sector is to sustain or
improve the overall quality
of life and create a health care system that is affordable,
efficient, and accessible. As a marketing
manager, I recently faced an ethical dilemma regarding a new
drug that was introduced by our
company to treat the influenza outbreak in the United States of
America. This drug showed
promising results in its testing stages and was approved for
sale. The drug was a combination of
three compounds that could treat influenza and was priced at
$1,500 for five pills. For the
effective treatment of influenza, an individual would likely need
to consume at least 15 pills. An

22. assessment of the local target market revealed that 62% of the
patients affected by influenza
were from low-income households. These individuals found it
difficult to afford such an
expensive drug.
Justice, an ethical principle, emphasizes that medicinal
resources and medical facilities
should be fairly and equally distributed among all individuals
who require it. Similarly, the
principle of nonmaleficence emphasizes that a health care
executive should act keeping a
patient’s welfare in mind and actively work toward preventing
harm to the patient (Levitt, 2014).
On understanding the target audience, I realized that marketi ng
an expensive product to a mostly
low-income population went against the ethical principles of the
health care profession. During
an internal survey, we noticed that the drug was distributed
unequally. Individuals from high-
income households could easily afford the drug. However,
individuals from low-income
households, who were mainly affected by the disease, could not
afford the drug and became

23. critically ill. The ethical principles of justice and
nonmaleficence conflicted with the project’s
initial objectives and posed an ethical dilemma.
The main issue with this drug was its affordability. To resolve
this, I set up a committee
that comprised members from the research and development,
sales, and finance teams. The
7
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committee’s purpose was clearly communicated. The committee
devised processes to make the
drug more affordable and to increase its potency so that a
smaller dosage could be effective.
After carefully considering ethical principles, the committee
agreed to outsource the research and
development of the drug to another organization. This
organization was able to develop the drug
at a much lower cost. Another method that we implemented to
reduce the drug’s cost was to use
a cheaper, but equally effective, alternative to one of the
compounds used in the drug. Thus, the

24. cost of the drug was reduced to $750 for 10 pills, which was
affordable for low-income
households. Since the influenza outbreak was massive, these
drugs were sold throughout the
country and generated large profits for the company. I was able
to efficiently resolve the ethical
dilemma by following the LEADS framework.
Conclusion
The leader of a team of diverse individuals must understand the
right leadership styles,
decision-making techniques, and forms of communication. This
helps in motivating the team and
making them feel connected to organizational goals. While
motivation is an important
responsibility of a leader, it is also important to ensure that
actions are ethical. A leader is not
just responsible for the morale of the team he or she manages;
the leader also has a responsibility
to the stakeholders of the organization, whether internal or
external. Following a defined
framework of ethics sets an example for the team and the rest of
the organization about the
importance of ethical decision-making.

25. 8
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this document are prohibited.
References
Azeska, A., Starc, J., & Kevereski, L. (2017). Styles of decision
making and management and
dimensions of personality of school principals. International
Journal of Cognitive
Research in Science, Engineering and Education, 5(2), 47–56.
https://doi.org/10.5937/IJCRSEE1702047A
Bocar, A. C. (2017). Aggressive, passive, and assertive: Which
communication style is
commonly used by college students? SSRN Electronic Journal.
https://doi.org/10.2139/ssrn.2956807
Gomez-Mejia, L. R., & Franco-Santos, M. (2015). Creating a
culture of collaboration, innovation
and performance through team-based incentive. In Berger, L., &
Berger, D. (Eds), The
Compensation Handbook (p. 199–203). McGraw-Hill
Professional.

26. https://www.researchgate.net/publication/280309572_Team-
based_incentives_Creating_a_Culture_of_Collaboration_Innova
tion_and_Performance
Kaleem, Y., Asad, S., & Khan, H. (2016). Leadership styles &
using appropriate styles in
different circumstances.
https://researchgate.net/publication/323797001_Leadership_Styl
es_Using_Appropriate_S
tyles_in_Different_Circumstances
Levitt, D. (2014). Ethical decision-making in a caring
environment: The four principles and
LEADS. Healthcare Management Forum, 27(2), 105–107.
https://doi.org/10.1016/j.hcmf.2014.03.013
https://doi.org/10.5937/IJCRSEE1702047A
https://doi.org/10.2139/ssrn.2956807
https://www.researchgate.net/publication/280309572_Team-
based_incentives_Creating_a_Culture_of_Collaboration_Innova
tion_and_Performance
https://www.researchgate.net/publication/280309572_Team-
based_incentives_Creating_a_Culture_of_Collaboration_Innova
tion_and_Performance
https://researchgate.net/publication/323797001_Leadership_Styl

27. es_Using_Appropriate_Styles_in_Different_Circumstances
https://researchgate.net/publication/323797001_Leadership_Styl
es_Using_Appropriate_Styles_in_Different_Circumstances
https://doi.org/10.1016/j.hcmf.2014.03.013
Name (presenter)
Capella University
School of Nursing and Health Sciences
Course
Date
Diversity Project Kickoff

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