BUS691 Strategies in Organizational Leadership (MFW1331B) Ins.docx

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.
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.
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
· 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

· Leadership Styles
· Path-Goal Style
· Negative Leadership?
· Bass’ Factors
5. Describe a learning organization that reflects current social,
corporate and global perspectives.
2
4
5
5
6
· Leader Skills
· Negative Leadership?
· Glass Ceiling
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

Day 3
(1st post)
Discussion Forum
3
Leadership Trait Questionaire
Day 3
(1st post)
Discussion Forum
3
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:
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
Day 7
Written Assignment
5
Learning Outcomes

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
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
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
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.

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
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
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?
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
Assignments

Path-Goal Style
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.
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
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
· 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. InternationalJournal 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
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.
· 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
Leadership Factors
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.
Carefully review theGrading Rubric for the criteria that will be
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
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

· 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
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
GradingPercent
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
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
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
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.
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
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
Paperrepresents 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 include a cover page that includes:
· Title of paper
· Student’s name
· Course name and number
· Instructor’s name
· Date submitted
· 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.
WEEK 1 DISCUSSIONS 1 and 2
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.

References
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
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.
emergence as leader. Respond to at least two of your fellow
students' postings
Week 1 - Discussion 1
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
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.
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.
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.
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

References
USA: IAP.
DISCUSSION 2 RESPONSES
John Neal
7/31/2013 12:26:07 PM
Week 1 - Discussion 2
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:
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.
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.
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
Thousand Oaks, CA
Respond
Week 1 Discussion 2
Michael Meeks
8/1/2013 4:36:02 PM
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
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.

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