Leadership ReflectionReflect on a leadership or follower role you .pdf
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Leadership Reflection Reflect on a leadership or follower role you have experienced or are currently undertaking. Introduction Briefly describe the leadership or follower role you held and the major challenges you faced. Reflective analysis 1. Evaluate your performance as leader or follower 2. To what extent was collaboration encouraged within your team? 3. How did you attain credibility from those you led or worked with? 4. Discuss how your character as a leader/follower influenced your practice 5. How did followers shape the way you led or followed? 6. What was your understanding of followership while in this role? 7. Which leadership perspective/s from Alvesson et al.s (2017) reading is most applicable to your current or future leadership practice? 8. Which leadership concept/s or framework/s might enable you to enhance a specific area of leadership/followership which you need to work towards? When answering the questions keep in mind the need to: Give specific examples to describe your experience Link your discussion to relevant leadership theory/concepts Discuss what you have learned that can be applied in the future Explain the specific changes you can make to your leadership practice to deal with a similar future situation..
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Recognizing good organizational leader characteristics is important, not only to ensure that your leadership style is benefiting the organization but also to identify these characteristics in others so they can provide the greatest service to the organization.
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In this discussion, you will consider the various definitions of leadership as provided in the textbook from the authors' review of literature in the field of leadership. You will also explore the concept of leadership as both rational and emotional as well as the differences between the roles of a manager versus the roles of a leader.
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Write a personal leadership Philosophy updated 2023 doc 2.docx
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Introduction: Start by introducing yourself and the purpose of your personal leadership philosophy. Explain why having a defined leadership philosophy is important to you and how it will guide your leadership journey.
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My Group
Group Forum
This is a Collaborative Learning Community (CLC) assignment.
The purpose of this assignment is to assess leadership styles, traits, and practices as a nursing professional, establish the importance of effective interprofessional communication as a leader in nursing, and to explore the role of servant leadership in nursing practice.
Read the study materials on leadership and complete the topic quiz activities to better understand your leadership qualities.
Upon completion, summarize and share with your group what you learned about your specific leadership qualities, so you can become familiar with how you are similar and different from your peers when it comes to being a leader.
As a group, review the study materials related to servant leadership. Using what you have learned about the tenets of servant leadership and traits and practices of successful leaders, create a 4 slide PowerPoint presentation with speaker notes. Add an additional slide for references at the end of your presentation.
Include the following in your presentation:
Each group member: Create a slide that summarizes your leadership style, traits, and practices.
Explain why it is important for nursing professionals to be aware of their personal leadership style, traits, and practices.
You are required to cite to a minimum of three sources to complete this assignment. Sources must be published within the last 5 years and appropriate for the assignment criteria and relevant to nursing practice.
Refer to the resource, "Creating Effective PowerPoint Presentations," located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style.
While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. Refer to the
LopesWrite Technical Support articles
for assistance.
CLC-Leadership Styles and Nursing
No of Criteria: 11 Achievement Levels: 5
CriteriaAchievement LevelsDescriptionPercentageUnsatisfactory0.00 %Less Than Satisfactory75.00 %Satisfactory79.00 %Good89.00 %Excellent100.00 %Content80.0
Individual Group Slides4.0Slides summarizing leadership styles, traits, and practices of each group member are omitted.N/AN/AN/ASlides summarizing leadership styles, traits, and practices of each group member are presented.Comparison of Leadership Styles4.0A comparison of the personal leadership styles of group members is omitted.A comparison of the personal leadership styles of group members is incomplete. The comparison is vague and fails t.
You completed your evaluation at 857 am EST on November 30, 2.docx
You completed your evaluation at 8:57 am EST on November 30, 2019.
Prepared on November 30, 2019 for:
Test Participant
Test Participant
2
1. Introduction
2. The Full Range Leadership Model
3. MLQ Scales — Full Range Leadership
4. Your MLQ Results
Leadership Profile Scores
Comparison with Norms: Your Leadership Scores
Your Strengths — Transformational Leadership
Your Areas for Development — Transformational Leadership
5. What is Authentic Leadership?
6. ALQ Scales
7. Authentic Leadership Effects
8. Your ALQ Results
Authentic Leadership Scale Scores
Comparison with Norms: Your Authentic Leadership Scores
Your Strengths & Areas for Development — Authentic Leadership
9. Understanding Your MLQ/ALQ Results
10. Building Your Individual Development Plan (IDP)
11. Individual Development Plan (IDP)
Resources
Appendix A. Personal Development — Attributes of Authentic Leadership
Appendix B. Developing Authentic Leadership in the Organizational Context
Appendix C. Recommended Reading
Appendix D. About Using Only the Self Form
Appendix E. ALQ Norms in This Report
Test Participant
3
This report provides the results from your Multifactor Leadership Questionnaire (MLQ) and Authentic Leadership
Questionnaire (ALQ) self-assessment: measures of how frequently you exhibit various leadership behaviors,
including authentic leadership styles.
The MLQ measures a full range of leadership styles, which may be grouped under three broad categories. Each
category differs in the nature of the leadership behaviors and their expected outcomes.
Transformational Leadership
Full Range Leadership® Model Style Labels
(Also known as the 5 I's) Builds Trust IIA
(Idealized Influence — Attributes)
Acts with Integrity IIB
(Idealized Influence — Behaviors)
Encourages Others IM
(Inspirational Motivation)
Encourages Innovative Thinking IS
(Intellectual Stimulation)
Coaches & Develops People IC
(Individualized Consideration)
Transactional Leadership
Constructive Rewards Achievement CR
(Contingent Reward)
Corrective Monitors Deviations & Mistakes MBEA
(Management-by-Exception: Active)
Passive-Avoidant Behaviors
Passive Fights Fires MBEP
(Management-by-Exception: Passive)
Avoidant Avoids Involvement LF
(Laissez-Faire)
The MLQ also measures three outcomes of leadership — how frequently you inspire in your colleagues:
●
Extra Effort
●
Individual, Unit, and Organizational Effectiveness
●
Satisfaction with the Leadership
The ALQ measures how genuine, or authentic, is a leader’s behavior. The four ALQ scales are: Self Awareness,
Transparency, Ethical/Moral, and Balanced Processing.
Test Participant
4
The Full Range model includes numerous leadership styles, and all leaders display each style to some degree.
Ideally, the Transformational and Authentic leadership styles (most active and ...
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An analysis of your CliftonStrengths Assessment summarizing the results of your profile
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Lea CA14-5 tica (emisin de bonos) que se encuentra al final de los materiales del captulo en la
lectura. Responda las preguntas a) b) yc) enumeradas en Instrucciones. Publica tu respuesta y
responde al menos a dos de tus compaeros.
CA14-5. (Emisin de bonos)
Donald Lennon es el presidente, fundador y propietario mayoritario de Wichita Medical
Corporation, una empresa emergente de productos de tecnologa mdica. Wichita tiene una gran
necesidad de capital adicional para seguir operando y llevar varios productos prometedores al
desarrollo final, las pruebas y la produccin. Donald, como propietario del 51% de las acciones en
circulacin, administra las operaciones de la empresa. l pone gran nfasis en la investigacin y el
desarrollo y el crecimiento a largo plazo. El otro accionista principal es Nina Friendly quien,
como inversionista no empleada, posee el 40% de las acciones. A Nina le gustara restar
importancia a las funciones de investigacin y desarrollo y enfatizar la funcin de marketing para
maximizar las ventas a corto plazo y las ganancias de los productos existentes. Ella cree que esta
estrategia elevara el precio de mercado de las acciones de Wichita.
Todo el capital personal y el poder de endeudamiento de Donald estn vinculados a su propiedad
del 51% de las acciones. l sabe que cualquier oferta de acciones adicionales diluir su participacin
mayoritaria porque no podr participar en dicha emisin. Pero Nina tiene dinero y probablemente
comprara suficientes acciones para hacerse con el control de Wichita. Luego dictara la direccin
futura de la compaa, incluso si eso significaba reemplazar a Donald como presidente y director
ejecutivo.
La empresa ya tiene una deuda considerable. Recaudar deuda adicional ser costoso, afectar
negativamente la calificacin crediticia de Wichita y aumentar las prdidas reportadas de la
compaa debido al crecimiento en el gasto por intereses. Nina y los otros accionistas minoritarios
expresan su oposicin a la asuncin de deuda adicional, por temor a que la empresa est al borde de
la bancarrota. Queriendo mantener su control y preservar la direccin de su compaa, Donald est
haciendo todo lo posible para evitar una emisin de acciones y est contemplando una gran emisin
de bonos, incluso si eso significa que los bonos se emiten con una tasa de inters efectiva alta.
Instrucciones
(a)
Quines son los interesados en esta situacin?
(b)
Cules son los problemas ticos en este caso?
(C)
Qu haras si fueras Donald?.
Lea el siguiente pasaje y responda las preguntas que siguen.ht.pdf
Lea el siguiente pasaje y responda las preguntas que siguen.
http://www.biblegateway.com/passage/?search=genesis%2040&version=NIV1984
(1) En qu se diferencia Jos de lo que era cuando era el administrador del negocio de su padre?
Qu ves en Jos que muestra que est madurando?
(2) Cules son los 3 tipos diferentes de pruebas por las que ha pasado hasta ahora?
(3) Finalmente, por qu Dios lo deja donde est? Qu est haciendo Dios en Jos a travs de estas
pruebas?.
Lea el caso en Keith Dunn and McGuffeys Restaurant y responda las.pdf
Lea el caso en "Keith Dunn and McGuffey's Restaurant" y responda las siguientes preguntas en
aproximadamente una pgina:
Caso 2: Restaurante de Keith Dunn y McGuffey
Keith Dunn saba exactamente qu esperar. Saba lo que sus empleados sentan por l. Por eso les
haba enviado el cuestionario en primer lugar. Necesitaba una inyeccin de confianza, la sensacin
de que sus empleados estaban detrs de l mientras luchaba por construir McGuffey Restaurants,
Inc., ms all de dos restaurantes y $4 millones en ventas anuales.
Despus de reunir los cuestionarios annimos, Dunn regres a su diminuta oficina corporativa en
Asheville, Carolina del Norte. Con uno de sus socios a su lado, abri el primer sobre con la misma
ansiedad con que un productor de Broadway revisa las reseas en la noche del estreno. Sus ojos se
dirigieron directamente a la pregunta en la que se peda a los empleados que calificaran el
desempeo de los tres propietarios en una escala del 1 al 10.
un cero El empleado haba garabateado un cero grande y gordo. Averigua de quin es esta letra, le
dijo a su socio, Richard Libson.
Abri otro: cero otra vez. Y otro. Un dos. "Despediremos a esta gente, le dijo framente Dunn a
Libson. Otro cero. Un uno. "Oh, ve a trabajar para otra persona, idiota!", Grit Dunn. Pronto, haba
amenazado con despedir a 10 de sus 230 empleados. de la gente parece odiarme", dijo.
Sin embargo, al da siguiente, la ira de Dunn disminuy. Pens, No tiene sentido. He hecho todo
esto por estas personas y piensan que soy un completo idiota que no se preocupa por ellos. Luego
pens: "Finalmente, tienes que mirarte en el espejo y pensar, tal vez tengan razn".
Para Dunn, darse cuenta de eso fue absolutamente devastador. Haba comenzado la empresa tres
aos antes debido a la frustracin por todo el abuso que haba sufrido mientras trabajaba en grandes
cadenas de restaurantes. Si Dunn tena un objetivo primordial en McGuffey's, era demostrar que
los restaurantes no tenan por qu maltratar a sus empleados.
Pens que haba tenido xito. Hasta que abri esas encuestas, crea que McGuffey's era un lugar
donde los empleados se sentan valorados, involucrados y apreciados. No tena idea de que
estbamos tratando tan mal a las personas, dijo. En algn punto del camino, en el funcionamiento
diario del negocio, haba perdido su conexin con ellos y haba dejado atrs la empresa orientada a
los empleados que crea que estaba dirigiendo.
La odisea anterior de 13 aos de Dunn a travs de varias grandes cadenas de restaurantes lo dej
sintindose tan fresco como una hamburguesa con queso despus de un da bajo las lmparas de
calor. Haba trabajado en Ponderosa en Georgia, Bennington en Florida y Tennessee, y TGI
Friday's en Texas, Tennessee e Indiana. Dentro de un perodo de 18 meses en Friday's, obtuvo
dos promociones, dos bonos y dos aumentos; luego el jefe se fue y lo despidieron. Eso lo hizo.
Dunn estaba harto de las grandes cadenas.
A la edad de 29 aos, regres a Atlanta, donde haba asistido a la Universidad de Emory como
estudiante uni.
Lea el art�culo a continuaci�n en 150-200 palabras, proporcione un b.pdf
Lea el artculo a continuacin en 150-200 palabras, proporcione un breve resumen y una opinin.
Asegrese de incluir una breve cita del artculo.
Mi primer trabajo como profesor fue en una universidad de la Ivy League. Los estudiantes
estaban felices de que les ensearan, y nosotros, sus maestros, estbamos felices de ensearles.
Cualquiera que sea la parte de su tiempo y energa que estaba siendo consumida por los
compromisos sociales, que pueden haber sido enormes, pero que yo ignoraba, parecan
comprometidos con seriedad y sin problemas con la experiencia acadmica. Si fui ingenuo al
respecto, tuvieron la amabilidad de no desengaarme. Ninguno de nosotros cuestion la
importancia de lo que estbamos haciendo.
A cierta hora sealada, la universidad decidi abrirse camino en el mundo sin m, y nos separamos.
Me aseguraron que no haba resentimientos. Tuve la suerte de conseguir un puesto en un sistema
universitario pblico, en un colegio con un profesorado sobrecargado de trabajo, un ejrcito de
profesores a tiempo parcial y diecisis mil estudiantes. Muchos de estos estudiantes fueron los
primeros en sus familias en asistir a la universidad y las distracciones que tenan no eran sociales.
Muchos de ellos trabajaban y algunos tenan responsabilidades familiares complicadas.
No consideraba esto como mi negocio ms de lo que consideraba la vida social de mis
estudiantes de la Ivy League. Asign a mis nuevos alumnos las mismas lecturas que les haba
asignado a los antiguos. Comprend que los nuevos estudiantes no estaran tan bien preparados,
pero, por fe o por ego, pens que podra decirles lo que necesitaban saber y abrirles los textos.
Poco despus de empezar a ensear all, alguien levant la mano y me pregunt sobre un texto que le
haba asignado: Por qu tuvimos que comprar este libro?.
Recib la pregunta en esa forma solo una vez, pero la escuch varias veces en la forma no
monetizada de "Por qu tuvimos que leer este libro?" Pude ver que esta no solo era una pregunta
perfectamente legtima; era una pregunta muy interesante. Los estudiantes me pedan que
justificara el retorno de la inversin en una educacin universitaria. Nunca antes me haban pedido
que pensara en esto. No era parte de mi entrenamiento. Dimos por sentado el valor del negocio
en el que estbamos.
Podra haber dicho: "Ests leyendo estos libros porque ests en la universidad, y estos son el tipo
de libros que lee la gente en la universidad". Si sostienes cierta teora de la educacin, esa
respuesta no es tan circular como parece. La teora es la siguiente: en cualquier grupo de
personas, es fcil determinar quin es el ms rpido, el ms fuerte o incluso el ms guapo. Pero elegir a
la persona ms inteligente es difcil, porque la inteligencia involucra muchos atributos que no se
pueden capturar en una evaluacin nica, como una prueba de coeficiente intelectual. No existe un
equivalente intelectual de la carrera de cien yardas. Una persona inteligente es de mente abierta,
un pensador innovador, un comunicador efectivo, es prudente.
Lea el estudio de caso adjunto 2X y prep�rese para discutir y respon.pdf
Lea el estudio de caso adjunto 2X y preprese para discutir y responder las siguientes preguntas
de asignacin:
Harmonie Water: Refrescando el mundo naturalmente
China es diferente del resto del mundo. Es difcil superarlas diferencias culturales.
Shiu Zhou, gerente de pas de Harmonie en China
En julio de 2016, Antoine Comeau, director de marketing de Harmonie Water, estaba revisando
la investigacin de mercado de Harmonie, la segunda agua embotellada ms vendida tanto en su
pas de origen, Francia, como en todo el mundo. Comeau plane usar esta investigacin como parte
de una campaa que combinara patrocinios de eventos y publicidad televisiva con medios en lnea
interactivos ms nuevos. Un grupo de trabajo, Project Unify, haba identificado caractersticas que
los consumidores asociaban universalmente con Harmonie. El segundo, Project Aqua, ampli los
resultados del Project Unify. Propuso "revitalizar" y "refinar" como temas centrales de
Harmonie.
Comeau tambin tuvo que decidir cunto estandarizar la imagen de marca y la publicidad de
Harmonie. La respuesta de Shiu (Steve) Zhou cuando Comeau le dijo sus objetivos se qued con
l: China es diferente del resto del mundo. Es difcil superar las diferencias culturales. La respuesta
de Comeau, "Steve, necesitamos una marca global cohesiva mientras intentamos aprovechar las
sinergias entre los mercados y mejorar el inters de los nuevos usuarios en Harmonie", no
convenci a Zhou, quien respondi: "Debo responder a las necesidades de mi mercado local". Las
reservas de Zhou subrayaron la dificultad potencial de implementar sus iniciativas, pero Comeau
sinti que tena que actuar pronto porque la industria se estaba globalizando rpidamente.
La industria mundial del agua embotellada
Tendencias de consumo
El agua embotellada se vendi por primera vez en Europa occidental, pero ahora se consume en
todo el mundo. El consumo mundial total en 2015 fue de 81 500 millones de galones (308 500
millones de litros),1 o 11,2 galones per cpita, un 33 % ms
entre 2010 y 2015. Los ingresos por ventas en todo el mundo fueron de 95 700 millones de
USD. La Tabla 1 presenta los volmenes de consumo y las tasas de crecimiento anual compuesto
(CAGR) para el agua embotellada por regin geogrfica en 2015.
Cuadro 1 Consumo de agua embotellada por regin
Volumen (%)
28,3 0,3
TACC (%)
20102015 PCC (galones)a
9,7 5,7 5,6 7,9
TACC (%) 20102015
9,7 4,0 1,5 3,7 7,2 2,6 1,4
Asia Pacfico Australasia
Europa del Este
Amrica Latina
Oriente Medio y frica Amrica del Norte Europa Occidental
aPCC = consumo per cpita
5,4 1,5 15,3 4,8 17,9 9,7 13,5 3,4 19,3 1,9
13,4 19,9 10,5 13,8 31,9
El consumo de agua embotellada tambin vari considerablemente dentro de las regiones
geogrficas. Por ejemplo, aunque la regin de Asia Pacfico tuvo el consumo per cpita (PCC) ms
bajo del mundo, algunos pases de la regin, como Indonesia y Filipinas, consumieron mucho ms
que los pases vecinos. El Anexo 1 enumera PCC para pases seleccionados.
Los consumidores de los pases desarrollados bebie.
Law Enforcement Agencies are having a difficult time addressing poli.pdf
Law Enforcement Agencies are having a difficult time addressing police brutality because it has
been recorded across social media horrific acts of cops beating innocent people. Despite the
many recordings, it is still an organizational behavior issues that seems to be associated with a
culture of allowing cops to get away with brutality. What type of culture do you think the police
department is practicing? How can this culture be shifted to something better and communicated
across the US?.
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CLC - Leadership Styles and Nursing
My Group
Group Forum
This is a Collaborative Learning Community (CLC) assignment.
The purpose of this assignment is to assess leadership styles, traits, and practices as a nursing professional, establish the importance of effective interprofessional communication as a leader in nursing, and to explore the role of servant leadership in nursing practice.
Read the study materials on leadership and complete the topic quiz activities to better understand your leadership qualities.
Upon completion, summarize and share with your group what you learned about your specific leadership qualities, so you can become familiar with how you are similar and different from your peers when it comes to being a leader.
As a group, review the study materials related to servant leadership. Using what you have learned about the tenets of servant leadership and traits and practices of successful leaders, create a 4 slide PowerPoint presentation with speaker notes. Add an additional slide for references at the end of your presentation.
Include the following in your presentation:
Each group member: Create a slide that summarizes your leadership style, traits, and practices.
Explain why it is important for nursing professionals to be aware of their personal leadership style, traits, and practices.
You are required to cite to a minimum of three sources to complete this assignment. Sources must be published within the last 5 years and appropriate for the assignment criteria and relevant to nursing practice.
Refer to the resource, "Creating Effective PowerPoint Presentations," located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style.
While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. Refer to the
LopesWrite Technical Support articles
for assistance.
CLC-Leadership Styles and Nursing
No of Criteria: 11 Achievement Levels: 5
CriteriaAchievement LevelsDescriptionPercentageUnsatisfactory0.00 %Less Than Satisfactory75.00 %Satisfactory79.00 %Good89.00 %Excellent100.00 %Content80.0
Individual Group Slides4.0Slides summarizing leadership styles, traits, and practices of each group member are omitted.N/AN/AN/ASlides summarizing leadership styles, traits, and practices of each group member are presented.Comparison of Leadership Styles4.0A comparison of the personal leadership styles of group members is omitted.A comparison of the personal leadership styles of group members is incomplete. The comparison is vague and fails t.
You completed your evaluation at 857 am EST on November 30, 2.docx
You completed your evaluation at 8:57 am EST on November 30, 2019.
Prepared on November 30, 2019 for:
Test Participant
Test Participant
2
1. Introduction
2. The Full Range Leadership Model
3. MLQ Scales — Full Range Leadership
4. Your MLQ Results
Leadership Profile Scores
Comparison with Norms: Your Leadership Scores
Your Strengths — Transformational Leadership
Your Areas for Development — Transformational Leadership
5. What is Authentic Leadership?
6. ALQ Scales
7. Authentic Leadership Effects
8. Your ALQ Results
Authentic Leadership Scale Scores
Comparison with Norms: Your Authentic Leadership Scores
Your Strengths & Areas for Development — Authentic Leadership
9. Understanding Your MLQ/ALQ Results
10. Building Your Individual Development Plan (IDP)
11. Individual Development Plan (IDP)
Resources
Appendix A. Personal Development — Attributes of Authentic Leadership
Appendix B. Developing Authentic Leadership in the Organizational Context
Appendix C. Recommended Reading
Appendix D. About Using Only the Self Form
Appendix E. ALQ Norms in This Report
Test Participant
3
This report provides the results from your Multifactor Leadership Questionnaire (MLQ) and Authentic Leadership
Questionnaire (ALQ) self-assessment: measures of how frequently you exhibit various leadership behaviors,
including authentic leadership styles.
The MLQ measures a full range of leadership styles, which may be grouped under three broad categories. Each
category differs in the nature of the leadership behaviors and their expected outcomes.
Transformational Leadership
Full Range Leadership® Model Style Labels
(Also known as the 5 I's) Builds Trust IIA
(Idealized Influence — Attributes)
Acts with Integrity IIB
(Idealized Influence — Behaviors)
Encourages Others IM
(Inspirational Motivation)
Encourages Innovative Thinking IS
(Intellectual Stimulation)
Coaches & Develops People IC
(Individualized Consideration)
Transactional Leadership
Constructive Rewards Achievement CR
(Contingent Reward)
Corrective Monitors Deviations & Mistakes MBEA
(Management-by-Exception: Active)
Passive-Avoidant Behaviors
Passive Fights Fires MBEP
(Management-by-Exception: Passive)
Avoidant Avoids Involvement LF
(Laissez-Faire)
The MLQ also measures three outcomes of leadership — how frequently you inspire in your colleagues:
●
Extra Effort
●
Individual, Unit, and Organizational Effectiveness
●
Satisfaction with the Leadership
The ALQ measures how genuine, or authentic, is a leader’s behavior. The four ALQ scales are: Self Awareness,
Transparency, Ethical/Moral, and Balanced Processing.
Test Participant
4
The Full Range model includes numerous leadership styles, and all leaders display each style to some degree.
Ideally, the Transformational and Authentic leadership styles (most active and ...
Assignment Personal Leadership PhilosophiesMany of us can think.docx
Assignment: Personal Leadership Philosophies
Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches.
What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions.
What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership.
To Prepare:
Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.
Reflect on your results of the CliftonStrengths Assessment, and consider how the results relate to your leadership traits.
The Assignment (2-3 pages):
Personal Leadership Philosophies
Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following:
A description of your core values
A personal mission/vision statement
An analysis of your CliftonStrengths Assessment summarizing the results of your profile
A description of two key behaviors that you wish to strengthen
A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples.
Be sure to incorporate your colleagues’ feedback on your CliftonStrengths Assessment from this Module’s Discussion 2.
.
Personal Leadership PhilosophiesMany of us can think of lead.docx
Personal Leadership Philosophies
Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches.
What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions.
What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership.
To Prepare:
Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.
Reflect on your results of the CliftonStrengths Assessment, and consider how the results relate to your leadership traits.
The Assignment (2-3 pages):
Personal Leadership Philosophies
Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following:
A description of your core values
A personal mission/vision statement
An analysis of your CliftonStrengths Assessment summarizing the results of your profile
A description of two key behaviors that you wish to strengthen
A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples.
Be sure to incorporate your colleagues’ feedback on your CliftonStrengths Assessment from this Module’s Discussion 2.
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Draw a simple flowchart of the procedures, described in the scenario. Appendix 2 includes the
common flow chart symbols.
Include 2-3 sentences indicating if there are any concerns you have with procedures or controls,
if there are no concerns be sure to document this as well.
Task 2
In 2-3 sentences, indicate whether you would use a substantive or a combined approach to audit
Active Livings revenues, and include your reasons for this decision.
Task 3
Using, the template in Appendix 1 list 5 audit procedures to provide sufficient appropriate
evidence that the rental revenues or receivables in the companys 2021 financial statements are
not materially misstated..
Lea CA14-5 �tica (emisi�n de bonos) que se encuentra al final de los.pdf
Lea CA14-5 tica (emisin de bonos) que se encuentra al final de los materiales del captulo en la
lectura. Responda las preguntas a) b) yc) enumeradas en Instrucciones. Publica tu respuesta y
responde al menos a dos de tus compaeros.
CA14-5. (Emisin de bonos)
Donald Lennon es el presidente, fundador y propietario mayoritario de Wichita Medical
Corporation, una empresa emergente de productos de tecnologa mdica. Wichita tiene una gran
necesidad de capital adicional para seguir operando y llevar varios productos prometedores al
desarrollo final, las pruebas y la produccin. Donald, como propietario del 51% de las acciones en
circulacin, administra las operaciones de la empresa. l pone gran nfasis en la investigacin y el
desarrollo y el crecimiento a largo plazo. El otro accionista principal es Nina Friendly quien,
como inversionista no empleada, posee el 40% de las acciones. A Nina le gustara restar
importancia a las funciones de investigacin y desarrollo y enfatizar la funcin de marketing para
maximizar las ventas a corto plazo y las ganancias de los productos existentes. Ella cree que esta
estrategia elevara el precio de mercado de las acciones de Wichita.
Todo el capital personal y el poder de endeudamiento de Donald estn vinculados a su propiedad
del 51% de las acciones. l sabe que cualquier oferta de acciones adicionales diluir su participacin
mayoritaria porque no podr participar en dicha emisin. Pero Nina tiene dinero y probablemente
comprara suficientes acciones para hacerse con el control de Wichita. Luego dictara la direccin
futura de la compaa, incluso si eso significaba reemplazar a Donald como presidente y director
ejecutivo.
La empresa ya tiene una deuda considerable. Recaudar deuda adicional ser costoso, afectar
negativamente la calificacin crediticia de Wichita y aumentar las prdidas reportadas de la
compaa debido al crecimiento en el gasto por intereses. Nina y los otros accionistas minoritarios
expresan su oposicin a la asuncin de deuda adicional, por temor a que la empresa est al borde de
la bancarrota. Queriendo mantener su control y preservar la direccin de su compaa, Donald est
haciendo todo lo posible para evitar una emisin de acciones y est contemplando una gran emisin
de bonos, incluso si eso significa que los bonos se emiten con una tasa de inters efectiva alta.
Instrucciones
(a)
Quines son los interesados en esta situacin?
(b)
Cules son los problemas ticos en este caso?
(C)
Qu haras si fueras Donald?.
Lea el siguiente pasaje y responda las preguntas que siguen.ht.pdf
Lea el siguiente pasaje y responda las preguntas que siguen.
http://www.biblegateway.com/passage/?search=genesis%2040&version=NIV1984
(1) En qu se diferencia Jos de lo que era cuando era el administrador del negocio de su padre?
Qu ves en Jos que muestra que est madurando?
(2) Cules son los 3 tipos diferentes de pruebas por las que ha pasado hasta ahora?
(3) Finalmente, por qu Dios lo deja donde est? Qu est haciendo Dios en Jos a travs de estas
pruebas?.
Lea el caso en Keith Dunn and McGuffeys Restaurant y responda las.pdf
Lea el caso en "Keith Dunn and McGuffey's Restaurant" y responda las siguientes preguntas en
aproximadamente una pgina:
Caso 2: Restaurante de Keith Dunn y McGuffey
Keith Dunn saba exactamente qu esperar. Saba lo que sus empleados sentan por l. Por eso les
haba enviado el cuestionario en primer lugar. Necesitaba una inyeccin de confianza, la sensacin
de que sus empleados estaban detrs de l mientras luchaba por construir McGuffey Restaurants,
Inc., ms all de dos restaurantes y $4 millones en ventas anuales.
Despus de reunir los cuestionarios annimos, Dunn regres a su diminuta oficina corporativa en
Asheville, Carolina del Norte. Con uno de sus socios a su lado, abri el primer sobre con la misma
ansiedad con que un productor de Broadway revisa las reseas en la noche del estreno. Sus ojos se
dirigieron directamente a la pregunta en la que se peda a los empleados que calificaran el
desempeo de los tres propietarios en una escala del 1 al 10.
un cero El empleado haba garabateado un cero grande y gordo. Averigua de quin es esta letra, le
dijo a su socio, Richard Libson.
Abri otro: cero otra vez. Y otro. Un dos. "Despediremos a esta gente, le dijo framente Dunn a
Libson. Otro cero. Un uno. "Oh, ve a trabajar para otra persona, idiota!", Grit Dunn. Pronto, haba
amenazado con despedir a 10 de sus 230 empleados. de la gente parece odiarme", dijo.
Sin embargo, al da siguiente, la ira de Dunn disminuy. Pens, No tiene sentido. He hecho todo
esto por estas personas y piensan que soy un completo idiota que no se preocupa por ellos. Luego
pens: "Finalmente, tienes que mirarte en el espejo y pensar, tal vez tengan razn".
Para Dunn, darse cuenta de eso fue absolutamente devastador. Haba comenzado la empresa tres
aos antes debido a la frustracin por todo el abuso que haba sufrido mientras trabajaba en grandes
cadenas de restaurantes. Si Dunn tena un objetivo primordial en McGuffey's, era demostrar que
los restaurantes no tenan por qu maltratar a sus empleados.
Pens que haba tenido xito. Hasta que abri esas encuestas, crea que McGuffey's era un lugar
donde los empleados se sentan valorados, involucrados y apreciados. No tena idea de que
estbamos tratando tan mal a las personas, dijo. En algn punto del camino, en el funcionamiento
diario del negocio, haba perdido su conexin con ellos y haba dejado atrs la empresa orientada a
los empleados que crea que estaba dirigiendo.
La odisea anterior de 13 aos de Dunn a travs de varias grandes cadenas de restaurantes lo dej
sintindose tan fresco como una hamburguesa con queso despus de un da bajo las lmparas de
calor. Haba trabajado en Ponderosa en Georgia, Bennington en Florida y Tennessee, y TGI
Friday's en Texas, Tennessee e Indiana. Dentro de un perodo de 18 meses en Friday's, obtuvo
dos promociones, dos bonos y dos aumentos; luego el jefe se fue y lo despidieron. Eso lo hizo.
Dunn estaba harto de las grandes cadenas.
A la edad de 29 aos, regres a Atlanta, donde haba asistido a la Universidad de Emory como
estudiante uni.
Lea el art�culo a continuaci�n en 150-200 palabras, proporcione un b.pdf
Lea el artculo a continuacin en 150-200 palabras, proporcione un breve resumen y una opinin.
Asegrese de incluir una breve cita del artculo.
Mi primer trabajo como profesor fue en una universidad de la Ivy League. Los estudiantes
estaban felices de que les ensearan, y nosotros, sus maestros, estbamos felices de ensearles.
Cualquiera que sea la parte de su tiempo y energa que estaba siendo consumida por los
compromisos sociales, que pueden haber sido enormes, pero que yo ignoraba, parecan
comprometidos con seriedad y sin problemas con la experiencia acadmica. Si fui ingenuo al
respecto, tuvieron la amabilidad de no desengaarme. Ninguno de nosotros cuestion la
importancia de lo que estbamos haciendo.
A cierta hora sealada, la universidad decidi abrirse camino en el mundo sin m, y nos separamos.
Me aseguraron que no haba resentimientos. Tuve la suerte de conseguir un puesto en un sistema
universitario pblico, en un colegio con un profesorado sobrecargado de trabajo, un ejrcito de
profesores a tiempo parcial y diecisis mil estudiantes. Muchos de estos estudiantes fueron los
primeros en sus familias en asistir a la universidad y las distracciones que tenan no eran sociales.
Muchos de ellos trabajaban y algunos tenan responsabilidades familiares complicadas.
No consideraba esto como mi negocio ms de lo que consideraba la vida social de mis
estudiantes de la Ivy League. Asign a mis nuevos alumnos las mismas lecturas que les haba
asignado a los antiguos. Comprend que los nuevos estudiantes no estaran tan bien preparados,
pero, por fe o por ego, pens que podra decirles lo que necesitaban saber y abrirles los textos.
Poco despus de empezar a ensear all, alguien levant la mano y me pregunt sobre un texto que le
haba asignado: Por qu tuvimos que comprar este libro?.
Recib la pregunta en esa forma solo una vez, pero la escuch varias veces en la forma no
monetizada de "Por qu tuvimos que leer este libro?" Pude ver que esta no solo era una pregunta
perfectamente legtima; era una pregunta muy interesante. Los estudiantes me pedan que
justificara el retorno de la inversin en una educacin universitaria. Nunca antes me haban pedido
que pensara en esto. No era parte de mi entrenamiento. Dimos por sentado el valor del negocio
en el que estbamos.
Podra haber dicho: "Ests leyendo estos libros porque ests en la universidad, y estos son el tipo
de libros que lee la gente en la universidad". Si sostienes cierta teora de la educacin, esa
respuesta no es tan circular como parece. La teora es la siguiente: en cualquier grupo de
personas, es fcil determinar quin es el ms rpido, el ms fuerte o incluso el ms guapo. Pero elegir a
la persona ms inteligente es difcil, porque la inteligencia involucra muchos atributos que no se
pueden capturar en una evaluacin nica, como una prueba de coeficiente intelectual. No existe un
equivalente intelectual de la carrera de cien yardas. Una persona inteligente es de mente abierta,
un pensador innovador, un comunicador efectivo, es prudente.
Lea el estudio de caso adjunto 2X y prep�rese para discutir y respon.pdf
Lea el estudio de caso adjunto 2X y preprese para discutir y responder las siguientes preguntas
de asignacin:
Harmonie Water: Refrescando el mundo naturalmente
China es diferente del resto del mundo. Es difcil superarlas diferencias culturales.
Shiu Zhou, gerente de pas de Harmonie en China
En julio de 2016, Antoine Comeau, director de marketing de Harmonie Water, estaba revisando
la investigacin de mercado de Harmonie, la segunda agua embotellada ms vendida tanto en su
pas de origen, Francia, como en todo el mundo. Comeau plane usar esta investigacin como parte
de una campaa que combinara patrocinios de eventos y publicidad televisiva con medios en lnea
interactivos ms nuevos. Un grupo de trabajo, Project Unify, haba identificado caractersticas que
los consumidores asociaban universalmente con Harmonie. El segundo, Project Aqua, ampli los
resultados del Project Unify. Propuso "revitalizar" y "refinar" como temas centrales de
Harmonie.
Comeau tambin tuvo que decidir cunto estandarizar la imagen de marca y la publicidad de
Harmonie. La respuesta de Shiu (Steve) Zhou cuando Comeau le dijo sus objetivos se qued con
l: China es diferente del resto del mundo. Es difcil superar las diferencias culturales. La respuesta
de Comeau, "Steve, necesitamos una marca global cohesiva mientras intentamos aprovechar las
sinergias entre los mercados y mejorar el inters de los nuevos usuarios en Harmonie", no
convenci a Zhou, quien respondi: "Debo responder a las necesidades de mi mercado local". Las
reservas de Zhou subrayaron la dificultad potencial de implementar sus iniciativas, pero Comeau
sinti que tena que actuar pronto porque la industria se estaba globalizando rpidamente.
La industria mundial del agua embotellada
Tendencias de consumo
El agua embotellada se vendi por primera vez en Europa occidental, pero ahora se consume en
todo el mundo. El consumo mundial total en 2015 fue de 81 500 millones de galones (308 500
millones de litros),1 o 11,2 galones per cpita, un 33 % ms
entre 2010 y 2015. Los ingresos por ventas en todo el mundo fueron de 95 700 millones de
USD. La Tabla 1 presenta los volmenes de consumo y las tasas de crecimiento anual compuesto
(CAGR) para el agua embotellada por regin geogrfica en 2015.
Cuadro 1 Consumo de agua embotellada por regin
Volumen (%)
28,3 0,3
TACC (%)
20102015 PCC (galones)a
9,7 5,7 5,6 7,9
TACC (%) 20102015
9,7 4,0 1,5 3,7 7,2 2,6 1,4
Asia Pacfico Australasia
Europa del Este
Amrica Latina
Oriente Medio y frica Amrica del Norte Europa Occidental
aPCC = consumo per cpita
5,4 1,5 15,3 4,8 17,9 9,7 13,5 3,4 19,3 1,9
13,4 19,9 10,5 13,8 31,9
El consumo de agua embotellada tambin vari considerablemente dentro de las regiones
geogrficas. Por ejemplo, aunque la regin de Asia Pacfico tuvo el consumo per cpita (PCC) ms
bajo del mundo, algunos pases de la regin, como Indonesia y Filipinas, consumieron mucho ms
que los pases vecinos. El Anexo 1 enumera PCC para pases seleccionados.
Los consumidores de los pases desarrollados bebie.
Law Enforcement Agencies are having a difficult time addressing poli.pdf
Law Enforcement Agencies are having a difficult time addressing police brutality because it has
been recorded across social media horrific acts of cops beating innocent people. Despite the
many recordings, it is still an organizational behavior issues that seems to be associated with a
culture of allowing cops to get away with brutality. What type of culture do you think the police
department is practicing? How can this culture be shifted to something better and communicated
across the US?.
Laurel Co. is a U.S.-based company with US dollar costs and with rev.pdf
Laurel Co. is a U.S.-based company with US dollar costs and with revenues in euros and Swiss
francs. Assume that the euro-franc exchange rate will remain quite stable. Hardy Co. is also
U.S.-based, but has euro revenues and costs in Swiss francs, rather than in USD. Which firm has
a higher exposure to exchange rate risk
The firms have the same levels of exposure
Hardy
Laurel
Neither firm has exchange rate risk.
Las acciones de Dravo Corporation actualmente pagan un dividendo ( D.pdf
Las acciones de Dravo Corporation actualmente pagan un dividendo ( D0 ) a razn de $2 por
accin. Se espera que este dividendo aumente a una tasa anual del 12 por ciento durante los
prximos 3 aos, a una tasa anual del 11 por ciento durante los siguientes 2 aos y luego a una tasa
anual del 10 por ciento a partir de entonces. Cul es el valor de una accin de Dravo para un
inversionista que exige una tasa de rendimiento del 20 por ciento sobre esta accin?.
Las barreras para una comunicaci�n efectiva incluyen todas las sigui.pdf
Las barreras para una comunicacin efectiva incluyen todas las siguientes excepto:
A. Uso de jerga/palabras de argot
B. Ocultacin de informacin
C. La jerarqua puede reducir el flujo de comunicacin
D. Falta de confianza
E. Correo electrnico.
Las medidas del �xito del entrenamiento generalmente incluyen todo l.pdf
Las medidas del xito del entrenamiento generalmente incluyen todo lo siguiente EXCEPTO:
A. satisfaccin del alumno con el programa.
B. conocimientos o habilidades aprendidas.
C. satisfaccin del entrenador con el programa.
D. cambio de comportamiento.
E. mejoras en el desempeo individual y organizacional..
Las elecciones no partidistas, a menudo utilizadas a nivel local, el.pdf
Las elecciones no partidistas, a menudo utilizadas a nivel local, eliminan la identificacin de
partido poltico de los candidatos y estn destinadas a... A. despolitizar los trabajos que tienen que
ver con funciones gubernamentales que se consideran no ideolgicas..
Las neuronas reales exhiben din�micas temporales que son capturadas .pdf
Las neuronas reales exhiben dinmicas temporales que son capturadas por ecuaciones
diferenciales y sistemas de ecuaciones diferenciales. Una familia de tales modelos son los
llamados modelos de integracin y disparo.
Discutir el vnculo entre e integrar y disparar (LIF) y un modelo de neurona de Poisson.
Proporcione al menos 2 grficos, con una explicacin, que respalden su respuesta..
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Lea el siguiente pasaje y responda las preguntas que siguen.ht.pdf
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Lea el caso en Keith Dunn and McGuffeys Restaurant y responda las.pdf
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Lea el art�culo a continuaci�n en 150-200 palabras, proporcione un b.pdf
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