Hrm310 week 2 tribal leadership
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This document provides instructions for writing a summary of the video "David Logan: Tribal Leadership" and comparing Logan's theory of tribes to a vision for change speech. Students are asked to view the video, which describes five types of tribes and how they influence behavior. They must then write a 350-525 word essay summarizing Logan's tribe theory, comparing it to tribes they have been part of, and reflecting on how tribal leadership could affect approaches to change. Students also select a vision for change speech, write a summary analyzing if it exemplifies effective characteristics, and justify their view of whether Logan's tribe theory is valid and coherent. They submit this as a single assignment with a link to the selected video.
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Resource David Logan Tribal LeadershipThis video focuses.docx
Resource:
David Logan: Tribal Leadership
This video focuses on five kinds of tribes that people naturally form and describes how they influence behavior.
Write
a 350- to 525-word summary after viewing the "David Logan: Tribal Leadership" video that:
Describes Logan's theory on tribes.
Compares Logan's ideas with tribes that you have been a part of in the past.
Reflect on how Logan's idea of Tribal Leadership may affect how to approach change. Express your thoughts.
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Write
a 350- to 525-word summary, about the speech you selected that resonates with you. Does it share the characteristics of an effective vision statement as outlined in the text?
Summarize
your viewpoint on whether or not Logan's theory on tribes is valid and coherent. Defend or justify your summary.
Include
a link to the video you selected.
Submit
your summary on David Logan's Tribal Leadership talk, your summary of the selected vision for change speech, and your position statement on David Logan's theory on tribes as one document.
...
Please ensure you use the proper APA format provided in the link a.docx
Please ensure you use the proper APA format provided in the link as per the Instructors comments.
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Good work applying the three-skills approach in this case. Be sure your formatting is on point with regard to APA settings. Please check the helpful link I've included to help you with title, headings, and the reference page.
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MOD 4
Module 4 - Home
Visionary leadership and the tribe
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Distinguish between visionary leaders, operators, and processors.
•SLP ◦Apply the visionary leadership style to tribal leadership.
•Discussion ◦Compare visionary leadership with transformational leadership.
◦Synthesize leadership traits, skills, and styles to create the optimal leader for maximizing an organization’s tribal leadership stage.
Module Overview
This is the fourth and final module for this course. Now that the study of theory and its application to tribal leadership is wrapping up, we will keep our focus on transformational leadership (from Module 3), and we will compare it to visionary leadership (as well as some of its alternatives). This will help us to understand the differences between the two approaches and ultimately prepare us for a full application of visionary leadership to tribal leadership.
Finally, using all the theories and characteristics we have been studying, we will move toward full synthesis of the course concepts by constructing the ideal leader for a specific situation or application.
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Visionary Leadership and The Tribe
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Visionary leaders plow through their days with a sharp focus on the future. They know exactly where they want to take their organizations and teams, and they often know exactly how they want to accomplish it. They often set themselves apart from all other types of leaders.
Visionary leadership looks to the future and focuses on doing whatever it takes to get there. This leadership style can go along with a number of other styles, including transformational leadership. However, it is important to point out that this is not always the case. For example, Steve Jobs is a classic visionary leader. He checked many of the boxes associated with visionary leadership, but was by no means a positive, transformational leader. Jobs was incredibly demanding, often overly negative, and at times so brash and abrasive that it made quality employees run for the exit.
Aside from all of that, Jobs was a visionary. He prided himself in knowing what customers wanted before they even became aware themselves. He was also rigid and often stuck in his ways.
Regardless of the unhealthy parts of Steve Jobs as a leader, there is no denying his unparalleled, world-changing successes in business.
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Resource David Logan Tribal LeadershipThis video focuses.docx
Resource:
David Logan: Tribal Leadership
This video focuses on five kinds of tribes that people naturally form and describes how they influence behavior.
Write
a 350- to 525-word summary after viewing the "David Logan: Tribal Leadership" video that:
Describes Logan's theory on tribes.
Compares Logan's ideas with tribes that you have been a part of in the past.
Reflect on how Logan's idea of Tribal Leadership may affect how to approach change. Express your thoughts.
There are many great examples of leaders communicating their vision for change, such as Martin Luther King, Nelson Mandela, Malala Yousafzai, Steve Jobs, Howard Schultz, Indra Nooyi, Hillary Clinton, and Melinda Gates.
Go to the Internet and find a powerful vision for change speech that resonates with you.
Write
a 350- to 525-word summary, about the speech you selected that resonates with you. Does it share the characteristics of an effective vision statement as outlined in the text?
Summarize
your viewpoint on whether or not Logan's theory on tribes is valid and coherent. Defend or justify your summary.
Include
a link to the video you selected.
Submit
your summary on David Logan's Tribal Leadership talk, your summary of the selected vision for change speech, and your position statement on David Logan's theory on tribes as one document.
...
Please ensure you use the proper APA format provided in the link a.docx
Please ensure you use the proper APA format provided in the link as per the Instructors comments.
RP
Good work applying the three-skills approach in this case. Be sure your formatting is on point with regard to APA settings. Please check the helpful link I've included to help you with title, headings, and the reference page.
http://bit.ly/APASample
MOD 4
Module 4 - Home
Visionary leadership and the tribe
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
•Case ◦Distinguish between visionary leaders, operators, and processors.
•SLP ◦Apply the visionary leadership style to tribal leadership.
•Discussion ◦Compare visionary leadership with transformational leadership.
◦Synthesize leadership traits, skills, and styles to create the optimal leader for maximizing an organization’s tribal leadership stage.
Module Overview
This is the fourth and final module for this course. Now that the study of theory and its application to tribal leadership is wrapping up, we will keep our focus on transformational leadership (from Module 3), and we will compare it to visionary leadership (as well as some of its alternatives). This will help us to understand the differences between the two approaches and ultimately prepare us for a full application of visionary leadership to tribal leadership.
Finally, using all the theories and characteristics we have been studying, we will move toward full synthesis of the course concepts by constructing the ideal leader for a specific situation or application.
Module 4 - Background
Visionary Leadership and The Tribe
Visionary Leadership
Visionary leaders plow through their days with a sharp focus on the future. They know exactly where they want to take their organizations and teams, and they often know exactly how they want to accomplish it. They often set themselves apart from all other types of leaders.
Visionary leadership looks to the future and focuses on doing whatever it takes to get there. This leadership style can go along with a number of other styles, including transformational leadership. However, it is important to point out that this is not always the case. For example, Steve Jobs is a classic visionary leader. He checked many of the boxes associated with visionary leadership, but was by no means a positive, transformational leader. Jobs was incredibly demanding, often overly negative, and at times so brash and abrasive that it made quality employees run for the exit.
Aside from all of that, Jobs was a visionary. He prided himself in knowing what customers wanted before they even became aware themselves. He was also rigid and often stuck in his ways.
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• Strong organizational units compete for resources and power.
• A top-down leadership style means a few senior executives make all important decisions.
• A cowboy culture rewards strong personalities who try to outdo each other for the leader’s attention.
• The focus is on individual units and functions, not on the needs of the entire enterprise” (Linden, 2010, p. 257).
Identify the organizations, bureaus, etc. that reflect one or some of these characteristics. What is your SWOT analysis for the organizations that have these characteristics? What could be done to improve these organizations?
Be sure to respond to your class colleagues’ posts.
Linden, Russell M (2010). Leading Across Boundaries: Creating Collaborative Agencies in a Networked World. Wiley. Kindle Edition.
.
Leadership Gaps in the Nonprofit Sector
This document provides an overview of a research presentation on leadership gaps in the nonprofit sector. It begins with definitions of key terms like leader, follower, leadership, and management. It then discusses differences between leadership and management. Interviews were conducted and found gaps like a lack of business mindset among nonprofit leaders. Recommendations include collecting more data through case studies and staff interviews to assess leadership training programs, and determining best practices to strengthen the sector. The call to action encourages nonprofits to prioritize leadership development and rely on data in addition to passion.
Tribes: We Need You to Lead Us
Seth Godin argues that tribes are groups connected by a shared interest and leader. Leaders are able to create movements by challenging the status quo and connecting people, as opposed to managers who maintain existing processes. Godin uses the example of a balloon factory representing resistance to change, with leaders acting as unicorns to disrupt the normal flow. While change used to require large movements, the internet now allows micromovements through connected media tribes. Godin encourages overcoming fears of failure or criticism to become a leader that can create change.
Discussion Board Forum RepliesIn ModulesWeeks 2, 4, 6, and 8 y.docx
Discussion Board Forum Replies:
In Modules/Weeks 2, 4, 6, and 8 you will be required to post a substantive reply of at least 250 words each to a minimum of 3 classmates’ threads. Expect to enter on-going dialogues with your classmates and be prepared to answer questions about your own selected topics. Student interaction on the Discussion Board is the key to success in this course.
·
You must use at least 1 peer-reviewed reference (not used in the original posting) in your response.
·
Use 3
rd
person.
·
Do not simply revisit what was discussed in the thread.
·
Only the substantive part of the response will be counted toward the word count.
Submit your replies by 11:59 p.m. (ET) on Monday of the assigned module/week.
Submit your replies for Discussion Board Forum 4 by 11:59 p.m. (ET) on
Friday
of Module/Week 8.
2 days ago
Scott Buber
Robert Greenleaf
Collapse
Top of Form
Forum 2 (Modules 3-4)
Key Term: Robert Greenleaf (Servant Leadership)
Definition
“Greenleaf, was CEO of AT&T [over 30] years ago, lecturer and teacher at Harvard and MIT, and author of
Servant Leadership
” (Gebhart, 1995)
Summary
Robert Greenleaf is best thought of as a revolutionary thinker in terms of how to lead others in both business and the community. “The emphasis in servant leadership theory is on leaders whose primary aim is to serve their followers while developing employees to their fullest potential in different areas such as task effectiveness, community stewardship, self-motivation, and also the development of their leadership capabilities.” (Dierendonck & Patterson, 2015, p. 119)
In today’s workplace, Greenleaf is often quoted and the inspiration for leading people in a way that brings about positive results. Greenleaf’s theory was relatively unproved until years later by a few scholars. These scholars conducted several studies to determine the true results of the relationship of servant-leaders and their direct reports in the workplace.
Discussion
In 1977, Greenleaf published a theory about how extraordinary leaders develop the desire to serve others before themselves. This trait in and of itself is what is called Servant Leadership. Servant-leaders do all that they can to provide the highest need of those they are leading before fulfilling their own needs. This theory of leadership is not a short-term solution for problems in the company. Servant leadership has been described “as including an altruistic calling, which is the motivation of leaders to put others’ needs and interests ahead of their own, and organizational stewardship, which is orienting others toward benefiting and serving the community.” (Dierendonck & Patterson, 2015, p. 119) Greenleaf has stressed the need to genuinely show concern for other people, businesses and communities altogether.
There is a “deep connection between servant leadership and compassionate love with the outgrowths of humility, gratitude, forgiveness and .
Definedescribe the 4 personality types of FreudFromm. Which of
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?
Week Five Lecture
This week our focus is on two chapters; Psychodynamic Approach and Women in Leadership.
Chapter 13
Let’s start out by defining what the psychodynamic approach is. According to McLeod (2007), psychodynamic approach includes “all the theories in psychology that see human functioning based upon the interaction of drives and forces within the person, particularly unconscious, and between the different structures of the personality” (para. 1). Another definition would be that “it focuses on the personality of the leader and of followers, the psychodynamic approach ultimately is a way to look at the relationship between a leader and followers” (Northouse, 2013, p. 320-321).
There is a clear connection between leadership and psychology. In psychology there are many theories, just as we have in leadership. How could we approach the topic of psychodynamic approach without touching on some of the theories Freud believed in?
According to our textbook there are three types of personality as outlined by Freud; erotic, obsessive, and marketing. Which do you fall into? Carl Jung believed that “people have preferences for how they think and feel and these preferences become the basis for how people work, relate and play” (Northouse, 2013, p. 330).
Below is an interesting illustration of psychodynamic approach assumptions that you may find interesting according to McLeod (2007, Para7).
Our behavior and feelings are powerfully affected by unconscious motives.
Our behavior and feelings as adults (including psychological problems) are rooted in our childhood experiences.
All behavior has a cause (usually unconscious), even slips of the tongue. Therefore all behavior is determined.
Personality is made up of three parts (i.e. tripartite). The id, ego and super-ego.
Behavior is motivated by two instinctual drives: Eros (the sex drive & life instinct) and Thanatos (the aggressive drive & death instinct). Both these drives come from the “id”.
Parts of the unconscious mind (the id and superego) are in constant conflict with the conscious part of the mind (the ego).
Personality is shaped as the drives are modified by different conflicts at different times in childhood (during psychosexual development).
You are encouraged to take the Psychodynamic Approach Survey in the required text. Did the results match what you thought they would?
Chapter 14
Moving on to Chapter 14, which focused on women in leadership, we find much information presented on how times are changing and the forecast of women in leadership positions in the future. It was not that long ago that the women’s liberation took place. How man ...
1.1 Devotion Biblical PerspectiveListenReadSpeaker webReader.docx
1.1 Devotion: Biblical Perspective
ListenReadSpeaker webReader: Listen
Focus
Getting Started
“Do not conform to the pattern of this world, but be transformed by the renewing of your mind. Then you will be able to test and approve what God’s will is—his good, pleasing and perfect will.”
Romans 12:2 (New International Version)
So often, we are quick to judge our neighbors and others around us. Today's society has allowed us to forget what Christ has taught us: to love thy neighbor. Romans 12:2 is a blueprint that is set forth to show us how each one of us should transform our character and renew our mind. The biblical perspective recognizes the active opposition of a personal adversary. In the business world, we diversify ourselves with others from all walks of life, not knowing that God has placed each of us together for the common good. Thinking back on your workplace, how do you engage with others from other backgrounds? Do you place judgment on others? Do you reflect your views on social media and other blogging components? Is this right?
Upon successful completion of this discussion, you will be able to:
Articulate the importance of integrating a Christian worldview with global business practice.
Resources
Bible
Instructions
Review the rubric to make sure you understand the criteria for earning your grade.
Take time to reflect on Romans 12:2.
Consider the following question:
How does this verse impact you in matters of faith in the workplace?
Post your answer in the discussion thread by the end of the workshop.
==============================================================
1.2 Discussion: Power Distance (Part A)
Getting Started
This is a two-week discussion. Your initial post is due by the end Workshop One. You will then engage in dialogue with your classmates in at least three discussion threads (one of which is your initial post) and will post a summary of your new knowledge for each of the three discussion threads. While your interactions are not due until the end of Workshop Two, you should be prepared to engage in the discussion throughout both workshops.
For this discussion, you will watch a 10-minute video in which researcher Geert Hofstede explains “power distance,” which is one of six dimensions of national culture that were described in his formative research on culture. From the video and the accompanying PowerPoint presentation, you will discover:
Definition of power distance
How power distance transfers between generations within a society
Differences between cultures characterized by large distance and small power distance
The role of the perception of inequality and hierarchy in power distance
Characteristics of power distance
Components of the power distance index (PDI)
Societal characteristics that can be correlated with the PDI
Upon successful completion of this discussion, you will be able to:
Examine theoretical concepts in the exploration of globalization and c.
Leaders at Every Level - An introduction to intentional influence
This presentation introduces viewers to "intentional influence" - how they can become leaders in an organization or community, no matter what their current position or title.
Unit 5 db convince us of your conflict initial response in a
This document discusses the conflict of Man vs. Himself in the short story "A Good Man is Hard to Find" by Flannery O'Connor. The respondent argues this is the strongest conflict because both the grandmother and Misfit adhere to moral codes that affect their choices and views, even if their codes differ. While the grandmother's morality seems shallow, the Misfit's code of "no pleasure but meanness" remains solid. He questions religion while she embraces it superficially. Ultimately, the Misfit's unchanging code prevails. The response uses examples from the text and persuasive techniques to argue its view.
Leadership
Pro bono presentation prepared by RovingAssistant.Com (www.rovingassistant.com) for an MBA student from a notable university in Jamaica. Prepared in the month of October 2013.
Define and describe the glass ceiling. Summarize the reportsres
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.
Week Five Lecture
This week our focus is on two chapters; Psychodynamic Approach and Women in Leadership.
Chapter 13
Let’s start out by defining what the psychodynamic approach is. According to McLeod (2007), psychodynamic approach includes “all the theories in psychology that see human functioning based upon the interaction of drives and forces within the person, particularly unconscious, and between the different structures of the personality” (para. 1). Another definition would be that “it focuses on the personality of the leader and of followers, the psychodynamic approach ultimately is a way to look at the relationship between a leader and followers” (Northouse, 2013, p. 320-321).
There is a clear connection between leadership and psychology. In psychology there are many theories, just as we have in leadership. How could we approach the topic of psychodynamic approach without touching on some of the theories Freud believed in?
According to our textbook there are three types of personality as outlined by Freud; erotic, obsessive, and marketing. Which do you fall into? Carl Jung believed that “people have preferences for how they think and feel and these preferences become the basis for how people work, relate and play” (Northouse, 2013, p. 330).
Below is an interesting illustration of psychodynamic approach assumptions that you may find interesting according to McLeod (2007, Para7).
Our behavior and feelings are powerfully affected by unconscious motives.
Our behavior and feelings as adults (including psychological problems) are rooted in our childhood experiences.
All behavior has a cause (usually unconscious), even slips of the tongue. Therefore all behavior is determined.
Personality is made up of three parts (i.e. tripartite). The id, ego and super-ego.
Behavior is motivated by two instinctual drives: Eros (the sex drive & life instinct) and Thanatos (the aggressive drive & death instinct). Both these drives come from the “id”.
Parts of the unconscious mind (the id and superego) are in constant conflict with the conscious part of the mind (the ego).
Personality is shaped as the drives are modified by different conflicts at different times in childhood (during psychosexual development).
You are encouraged to take the Psychodynamic Approach Survey in the required text. Did the results match what you thought they would?
Chapter 14
Moving on to Chapter 14, which focused on women in leadership, we find much information presented on how times are changing and the forecast of women in leadership positions in the future. It was not that long ago that the women’s liberation took place. How many in the class remember this? Women fought to change the ways the ...
Background for BothJournal Articles and Websites Journal art.docx
Background for Both:
Journal Articles and Websites: Journal articles can be found in the Trident Online Library. Book chapters are located in the same library, but you must click on “Additional Library Resources” and then search the eBook Academic Collection (EBSCO)
Airbnb’s Nathan Blecharczyk on being the only engineer for the first year/ Founder stories. (2013). YouTube Video. Retrieved from https://www.youtube.com/watch?v=zLVR6Wbmvqw
Boaz, N., & Fox, E.A. (2014). Change leader, change thyself. McKinsey & Company – Insight Publications. Retrieved from http://www.mckinsey.com/insights/leading_in_the_21st_century/change_leader_change_thyself
Caldwell, R. (2012). Leadership and learning: A critical reexamination of Senge's learning organization. Systemic Practice and Action Research, 25(1), 39-55.
Cardenas, J., & Crabtree, G. (2009). Making time for visionary leadership. College and University, 84(3), 59-63.
Cultural competence. (2013). Global Pathways. Retrieved from http://www.wku.edu/cebs/centers_and_projects/global_pathways/global_pathways_cultural_competence_pres.pdf
Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7(1), 81-94.
Hofstede’s cultural dimensions. (2016). Mind Tools. Retrieved from http://www.mindtools.com/pages/article/newLDR_66.htm
Organizational change: Open Systems. Retrieved from http://www.soi.org/reading/change/concepts.shtml
The 100 Most Influential People (2016). TIME. Retrieved from http://time.com/collection/2016-time-100/
Optional Readings and References
Appelbaum, S., Bartolomucci, N., Beaumier, E., Boulanger, J. & et al. (2004). Organizational citizenship behavior: A case study of culture, leadership and trust. Management Decision, 42(1/2), 13-43.
Blain, J. (2006) Visionary Leadership. YouTube Video: Retrieved from http://www.youtube.com/watch?v=EbXkYinkeJA
Casimir, G., & Waldman, D. A. (2007). A cross cultural comparison of the importance of leadership traits for effective low-level and high-level leaders: Australia and China. International Journal of Cross Cultural Management, 7(1), 47-61.
Conceicao, S. C., & Altman, B. A. (2011). Training and development process and organizational culture change. Organization Development Journal, 29(1), 33-44.
Hofstede, G. (2011). Dimensionalizing culture: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1), 1-26. Retrieved from http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=1014&context=orpc
Kaifi, B. A., & Mujtaba, B. G. (2010). Transformational leadership of Afghans and Americans: A study of culture, age and gender. Journal of Service Science and Management, 3(1), 150-159.
Waldman, D. A., Luque, M. S., Washburn, N., House, R. J. & et al. (2006). Cultural and leadership predictors of corporate social responsibility values of top management: A globe study of 15 countries. Journal of International Business Studies, 37(6), 823-837.
Paper 1:
APA
5-6 Pages
Leaders of today can be cate ...
Leader ship thiory
This document summarizes various leadership theories including: universal theories focused on traits and behaviors; contingency theories that consider traits and behaviors based on situational factors; and newer approaches like transformational, servant, and authentic leadership. It discusses leadership styles like initiating structure and consideration. Situational leadership models are presented, including Fiedler's contingency theory and Hersey and Blanchard's model relating leadership style to follower readiness. Substitutes and bases of social power are also covered.
International Motivating and Leading
This document discusses motivation and leadership in international contexts. It addresses how motivation and leadership theories developed primarily in North America may not translate directly to other cultural contexts. Key topics discussed include how motivations can vary between cultures based on differences in values like individualism versus collectivism. The document also explores how leadership traits are viewed differently across cultures and the importance of cultural intelligence for international leaders. International leaders must understand these cultural differences and how to adapt their approaches accordingly.
Understanding influence
Leadership is the capacity to influence human thought, emotion, and behavior, starting with my own. But what is influence and how can we identify it? You’ll find that we’re much more blind than we may think when it comes to the influences that act on us each day. The real question is, how do we identify those influences and align them with our objectives? This session will explore how to begin that process.
Edud 6306 final project l. etheridge fall 2014
This document outlines a global leadership development module that includes activities, reflections, and projects. The module aims to build understanding of 10 key behaviors for global leaders, including cultural self-awareness, results through relationships, and establishing third-way solutions. Participants will work in groups on a culminating project to apply the leadership behaviors by proposing solutions to problems at South Texas College. The document describes assessments and exercises used in the module to help participants develop skills like cultural awareness, relationship building, and flexible leadership styles.
Week 5 International Management
The document outlines the topics and assignments for Week 5 of an international management course. It discusses managing across cultures, defining concepts like national context and social institutions, and convergence vs divergence of cultures. It provides details on Assignment 1 which involves an international negotiation case study. The reading also explains key concepts in international negotiations like conflict management styles and cultural differences that can affect negotiating processes.
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Chapter 2
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Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
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Hrm310 week 2 tribal leadership
- 1. Resource: David Logan: Tribal Leadership This video focuses on five kinds of tribes that people naturally form and describes how they influence behavior. Write a 350- to 525-word summary (essay) after viewing the "David Logan: Tribal Leadership" video that: • Describes Logan's theory on tribes. • Compares Logan's ideas with tribes that you have been a part of in the past. • Reflect on how Logan's idea of Tribal Leadership may affect how to approach change. Express your thoughts. Next: There are many great examples of leaders communicating their vision for change, such as Martin Luther King, Nelson Mandela, Malala Yousafzai, Steve Jobs, Howard Schultz, Indra Nooyi, Past & present Presidents, and Melinda Gates, for examples. • Go to the Internet and find a powerful vision for change speech that resonates with you. Then Write a 350- to 525-word summary (essay), about the speech you selected that resonates with you. Does it share the characteristics of an effective vision statement as outlined in the text? Summarize your viewpoint on whether or not Logan's theory on tribes is valid and coherent. Defend or justify your summary. Include a link to the video you selected. Submit as one assignment your summary on David Logan's Tribal Leadership talk, your summary o f the selected vision for change speech, and your position statement on David Logan's theory on tribes, all as one document. Link: http://homework.ecrater.com/p/25181227/hrm310-week-2-tribal-leadership