Running head SATYA NADELLA AT MICROSOFT GOING BEYOND THE CASE.docx

Running head: SATYA NADELLA AT MICROSOFT: GOING
BEYOND THE CASE
Running head: SATYA NADELLA AT MICROSOFT: GOING
BEYOND THE CASE
HOW TO USE THIS TEMPLATE:
This is a template and checklist corresponding to your
Assignment 2 Part B paper, in which you make connections
between the “Satya Nadella at Microsoft” case study and your
own leadership journey.
See below for an explanation of the color coding in this
template:
· All green text includes instructions to support your writing.
You should delete all green text before submitting your final
paper.
· All blue text indicates areas where you need to replace the
instructions with your own information. Replace the blue text
with your own words in black.
· Headings and subheadings are written in black, bold type.
Keep these in your paper.
TIPS:
· When analyzing the case about Nadella at Microsoft, write in
the third person, using “he”, “she” or “they”, or specific names.
When writing about your own organization and your
professional experience, you may write in the first person, using
“I”.
· This paper includes a running head – i.e., a title placed in the
header area, using the name of the case study; it has already

been put in place for you.
· Use one-inch margins and double spaced text. Use Arial or
Times New Roman font, size 10 - 12. The body of this paper is
already formatted to these specifications.
· Use Grammarly to check for punctuation and usage errors and
make the required corrections. Then read your paper aloud to
edit for tone and flow.
· JWMI uses the SafeAssign tool to check for plagiarism. A
high score indicates a potential problem. Check with your
professor about acceptable Safe Assign scores.
· While writing your paper, check the assignment rubrics; all
graded topics that you need to address are listed in the rubrics
and their weighting is indicated.
Finalizing your Paper
Your final paper for Part B should be 6 to 7 pages in length.
The page count does not include the Cover page at the
beginning and the References page at the end. The final paper
that you submit for grading should be in black text only with all
remaining green text and blue text removed.
This is your Cover Page:
Satya Nadella at Microsoft: Instilling a Growth
MindsetAssignment 2 Part B: Going Beyond the CaseWrite
Your Name hereJack Welch Management Institute
JWI 510: Leadership in the 21st Century
Write Your Professor’s Name here

Write the Date hereHow to Get Started:Use the bolded black
section and sub-section titles below to organize your paper. For
each section, read the notes in green, which explains what to
cover in that section. Then delete the green notes and write your
content for that section in regular black text. Write this paper in
your own words, only citing sources to paraphrase or quote
specific ideas from the source text. When you finish your work,
keep the section and sub-section titles in bolded black text and
your own content in regular black text. Delete all the green text
before submitting your paper.
The Body of Your Paper Starts Here:
Introduction
An Introduction should be succinct and to the point. Start
your Introduction with a brief summary of the paper’s topic – in
this case, the paper connects the case study about Nadella at
Microsoft with your own leadership journey. In your thesis
statement, describe the major areas you will address in your
paper and indicate which four of the six topic areas you have
chosen to focus on. Write the thesis statement after you
complete the other sections of the paper. It only needs to be
one paragraph in length.
Learning From Nadella’s Example
This section corresponds to Topic 1. It examines Nadella’s style
as a leader and gives you the opportunity to compare your
leadership style with his. The suggested length is 1 to 2 pages
for this section.
Under this main heading, briefly introduce the topic for this
section, and then explain why you selected this as one of your
four topic areas. Then use the subheadings below to provide
more details.
Comparing Leadership Styles
In this sub-section, compare your leadership style with that of
Nadella. Specifically, identify which of Nadella’s leadership
traits closely align to traits that you have or wish to develop.
Then identify the ways in which you are most different from

Nadella in your leadership style.
Nadella and his Background
In this sub-section, describe the experiences from Nadella’s
professional and personal life that helped him to be successful
as the CEO of Microsoft. Make specific reference to relevant
details from the case study and explain the benefits of those
experiences for Nadella as preparation for the CEO role.
Nadella and Authentic Leadership
In this sub-section, explain what Nadella did to present himself
to his colleagues and employees as an “authentic leader”. Refer
to relevant examples in the case study. Explain your
understanding of the term “role-model management”, and
identify actions Nadella took to promote role-model
management.
Leadership and Taking Risks
In this sub-section, reflect on your ideas about the importance
for a leader of being willing to take risks. Refer to relevant
examples in the case study. Give examples of appropriate risks
for a leader to take and discuss your ideas about when risk-
taking might not be an appropriate leadership response.
Building a High Performing Culture
This section corresponds to Topic 2. It compares the culture of
your organization with the culture at Microsoft when Nadella
became CEO. It then explores how to build a stronger culture at
your own organization. The suggested length is 1 to 2 pages for
this section.
more details.
Comparing Cultures
In this sub-section, identify similarities between your
organization’s culture and that of Microsoft when Nadella
became CEO. Make specific reference to relevant details from
the case study about the culture at Microsoft that Nadella
inherited from previous leaders of the organization.

Changing the Culture: Where to Start?
In this sub-section, describe specific first steps you would take
if you wanted to change or realign the culture at your own
organization. Refer to relevant sources from the course content
that support your ideas. Explain clearly why these particular
first steps are the best ways to begin the process of change.
Changing the Culture: Major Challenges
In this sub-section, identify the biggest challenges that you
would face when trying to change or realign the culture at your
own organization. Explain why these particular issues pose the
most difficulty for a change leader at your organization.
Building a Learning Culture
In this sub-section, describe specific steps you would take to
build a learning culture at your own organization. Refer to
relevant sources from the course content that support your
ideas. Explain clearly why you this approach is the best way to
improve the learning environment at your organization.
Channeling Conflict
This section corresponds to Topic 3. It provides an opportunity
to explore methods of managing conflict, both by Nadella at
Microsoft and by the leadership at your own organization. The
suggested length is 1 to 2 pages for this section.
more details.
Nadella and Conflict
In this sub-section, describe how Nadella accepted the reality of
conflict at Microsoft and provided leadership in managing it.
Make specific reference to relevant details from the case study
about the environment at Microsoft when Nadella took over as
CEO.
Areas of Conflict at Your Organization
In this sub-section, describe some of the biggest areas of
conflict in your own organization. Explain why these particular
areas are the ones that create the most conflict.

Management of Conflict at Your Organization
In this sub-section, assess how well conflict is handled at your
own organization. Be sure to include both your handling of
conflict within your own team and the handling of conflict
across the larger organization by the CEO and executive team.
Your Approach to Managing Conflict
In this sub-section, focus on your approach to managing
conflict. Explain what types of conflict you would address and
what types of conflict you would avoid, and why. Describe what
you would do to achieve a positive resolution for those areas of
conflict that you do address.
Effective Communication
This section corresponds to Topic 4. It describes the
communication challenges Nadella faced at Microsoft, and
explores barriers to communication at your own organization
and ways of overcoming them. The suggested length is 1 to 2
pages for this section.
more details.
Nadella and Communication Barriers
In this sub-section, describe the biggest communication barriers
that Nadella faced at Microsoft and explain how they made it
hard for him to realize his vision of “one Microsoft”. Refer to
specific relevant details from the case study about the culture at
Microsoft when Nadella took over as CEO.
Communication Barriers at Large and Small Organizations
In this sub-section, answer the question: Do you believe that
these barriers are unique to large organizations, or do they
occur at smaller organizations too? Give a clear rationale for
your answer, referring to relevant course materials in support of
your ideas.
Communication Barriers at Your Organization
In this sub-section, compare the barriers that Nadella faced with

communication barriers at your own organization. Explain why
the particular communication barriers that Nadella encountered
do – or do not – occur in the context and culture of your
company.
Your Approach to Effective Communication
In this sub-section, focus on your approach to effective
communication as a leader. Describe what tools and
communication practices would help you most to build teams
with a shared vision. Explain why you prefer those particular
tools and practices. Refer to relevant course content in support
of your ideas.
Fostering Diversity and Learning
This section corresponds to Topic 5. It describes how Nadella
sought to increase diversity at Microsoft, explores the benefits
of diversity in the workplace, and identifies obstacles to
increased diversity. You will also discuss ways to achieve
greater diversity at your own organization. The suggested length
is 1 to 2 pages for this section.
more details.
Nadella and Diversity
In this sub-section, describe how Nadella worked to enhance
diversity when he became CEO at Microsoft . Explain why it
was one of his goals to enhance diversity across the
organization. Refer to relevant details from the case about
levels of diversity at Microsoft when Nadella took over as CEO.
The Importance of Diversity
In this sub-section, explain why diversity is important for any
organization and what value it brings to have a diverse
workforce. Be sure to explore the different meanings of the
word “diversity” as part of your discussion. Refer to relevant
course materials in support of your ideas.
Obstacles to Diversity
In this sub-section, describe some of the risks and barriers that

business leaders face when seeking to increase diversity at their
organizations. Refer to relevant course materials and/or real-
world examples to support your ideas.
Your Approach to Increasing Diversity
In this sub-section, focus on your own approach to increasing
diversity. Describe what steps you could take to strengthen your
own organization by increasing diversity in your team, as well
as the broader workforce at your organization. Explain the
benefits that increased diversity would bring.
Building a Learning Organization
This section corresponds to Topic 6. It describes how Nadella
changed his team’s attitude to learning, then explores learning
at your organization, and encourages reflection on the value of a
“learn-it-all” mindset. The suggested length is 1 to 2 pages for
this section.
more details
Nadella’s Team and Learning
In this sub-section, describe what Nadella did to change his
team’s approach to learning when he became CEO at Microsoft .
Explain why he felt that this change of attitude was important.
Refer to relevant details from the case study about attitudes to
learning at Microsoft when Nadella became CEO.
Learning at Your Organization
In this sub-section, describe where your organization fits in
terms of the “knowledge-learning” spectrum. Be sure to explore
the meaning of the term “knowledge-learning” as part of your
discussion. Refer to relevant course materials to support your
ideas.
Promoting Learning in Your Team
In this sub-section, discuss how you can promote a hunger for
learning in your own team and consider how you can support
team members who are afraid to ask questions or challenge the
ideas of others. Refer to relevant course materials and/or real-

world examples to support your ideas.
Your “Learn-It-All” Mindset
In this sub-section, define what the term “learn-it-all” mindset
means, then explain how this concept can be valuable for you as
an MBA student. Describe what steps you will take to embrace a
“learn-it-all” mindset and apply it in your workplace and in
your studies.
Conclusion
Write a short conclusion to summarize your main findings
and key points. State clearly how you have gone beyond the
case and connected the themes from the case study with your
own experience and your leadership journey. Like the
Introduction, write this after you complete the other sections of
your paper. It only needs to be one paragraph in length. This is
not a graded part of your rubric but it wraps up your paper and
allows your reader to remember the main points you have made.
_____________________________________________________
_______________Finish Your Paper: Add a References (or
Sources) page:
The Conclusion is the last section of the body of your paper.
The page after this will be your References (or Sources) page.
See the last page of this document for a sample References
page.
Read the section below, on pages 11 and 12, for instructions on
how to cite your reference materials and sources within the
body of your paper, as well as examples of paraphrasing and
direct quotation.
How to Cite Your Sources
In-Text Citations
Within the body of your paper, when concepts from
specific sources are used, a citation with the author’s last name
and the number of the citation in your References list is

required: e.g., (Welch, 1). This is called an in-text citation. See
below for two examples:
“Leadership is about helping other people grow and succeed”
(Welch, 1).
· In this example, notice the placement of quotation marks,
cited text, and the period after the citation. The number 1
corresponds to the first entry on our References page.
When the reader looks at the References page, they should
see the Welch book listed as source number one (1). It is
number 1 because it is the first source used in the paper, and
throughout the paper this source will continue to be referred to
as (1).
If the next source you use in your paper is Goleman, then
your citation is (Goleman, 2). If you then refer to Jack’s ideas
again later in the paper, he remains (Welch, 1) because it is the
first source used in the paper, and throughout the paper this
source will continue to be referred to as (1).
Teams can benefit from a tool called a team charter, used to
plan for a project (JWI510, 5).
· In this example, the concept is paraphrased (restated on other
words), so quotation marks are not needed. The five (5)
indicates the number of this source in our References. If I go to
the References page, I see that source 5 is a lecture and it lists
the week and title of the lecture.
Linking Citations with your References (or Sources) Page
At the end of your paper, include a page with a list of all
your sources. You may refer to this page as either your
“References” or “Sources” page. It must include an entry for
every source that you have cited or quoted in your paper.

The format of the references list varies by source type. There
are examples of different source types in the sample References
page at the end of this document. You may also refer to the
Sample Professional Paper and/or the JWMI Writing Standards
Guide. You can find both these documents in the Course
Documents menu item in your Blackboard course.
Quotations
Originality is an important aspect of graduate
writing. To ensure original thinking and avoid plagiarism, you
should keep direct quotation to a minimum. Generally, keep
your quotes to 25 words or less, and no more than 1-2
sentences. See below for an example of a direct quotation:
“Leadership is about helping other people grow and succeed”
(Welch, 1).
· In this example, notice the placement of quotation marks, the
cited text, the citation written as (Welch, 1), and the period
after the citation. The number 1 corresponds to the first entry on
our References page.
Paraphrasing
When you paraphrase, you put the information from
another writer in your own words. This is much preferable to
quoting, because it shows your understanding of the material.
In this case, use in-text citation, but no quotation marks are
required. See below for an example of paraphrasing:
In his Rule #3, Welch says that strong leaders display an
impression of vitality and confidence (1).
· In this example, notice that no quotation marks are needed,
since the concept is paraphrased (restated in your own words).
The author’s name was used in the sentence, so we do not need
to include it again in the parentheses; just include the Reference

number, which is (1).
Formatting your References (or Sources) Page
Scroll down to see the following page to see a sample
References page.
The examples on the References page below are
provided as a guide. You may wish to save the sample
References page for future use, as it provides the format for
several different types of source.
To complete your assignment, delete the sample
Sources/References list and replace it with your own Sources or
References list, including the sources that you have actually
used in your paper.
References
1. Jack Welch. 2005. Winning
2. Daniel Goleman.2000. Leadership That Gets Results. Harvard
Business Review
3. Patrick Lencioni. 2002. The Five Dysfunctions of a Team: A
Leadership Fable
4. Purdue Online Writing Lab. n.d.
http://owl.purdue.edu/owl/purdue_owl.html
5. JWI510. Week 4. Lecture. Building High-Performance Teams
6. Herminia Ibarra, Aneeta Rattan & Anna Johnston. June 2018.
Satya Nadella at Microsoft: Instilling a growth mindset. London
Business School
7. Student’s First Name Student’s Last Name. 2020. Everything
DiSC Workplace. http://blackboard.strayer.edu
8. Jon R. Katzenbach. 1993. The Discipline of Teams. Harvard
Business Review
9. Brent Gleeson. May 31, 2018. 7 Mindsets Necessary for
Successful Leadership Development. Forbes.
https://www.forbes.com/sites/brentgleeson/2018/05/31/7-

mindsets-necessary-for-successful-leadership-
development/#683c852650d3
10. JWI510. Week 3. Video. Jim McNerney. Characteristics of
Successful Leaders
11. JWMI Policy & Procedures Guide. This is the policy at my
office.
© Strayer University. All Rights Reserved. This document
contains Strayer University confidential and proprietary
information and may not be copied, further distributed, or
otherwise disclosed, in whole or in part, without the expressed
written permission of Strayer University. This course guide is
subject to change based on the needs of the class.
JWI 510 – Assignment 2, Part B Template (1202) Page 1 of 11
information and may not be copied, further distributed, or
otherwise disclosed, in whole or in part, without the expressed
written permission of Strayer University. This course guide is
subject to change based on the needs of the class.
JWI 510 – Assignment 2, Part B Template (1202) Page 13 of
13
Topic Statement: Wellness Incentives (e.g., bonuses for losing
weight) are an effective tool for managing productivity
including health care costs.Pro Argument: Wellness Incentives
are an effective tool for improving employee health.Research

about the outcomes of wellness programs (e.g., financial gains,
health benefits) in workplaces has produced varying outcomes
(Goetzel, Henke, Tabrizi, Pelletier, Loeppke, Ballarad et al.,
2014). In their review of 30 years of studies on wellness
programs, however, Goetzel et al. (2014) found that well-
designed and executed programs produced positive health
benefits and financial gains. For example, one study
(LeCheminant & Merrill, 2012) found that healthy behaviors
(e.g., frequency and volume of exercises, consumption of
vegetables and fruit, increased requests for health coaching)
improved and continued over time for those participating in
wellness programs. Ott-Holand, Shepard, and Ryan (2017)
found wellness programs were associated with higher
performance and lower turnover behavior, suggesting healthier
employees. Chapman’s (2012; see Goetzel et al., 2014) meta-
analysis found 25% lower medical and absenteeism
expenditures for wellness program participants versus non-
participants. Thus, multifaceted, well-designed wellness
programs are likely to increase the health of employees and
have resulting positive outcomes.
Chapman, L.S. (2012). Meta-evaluation of worksite health
promotion economic return studies: 2012 update. American
Journal of Health Promotion, 26(4).
http://dx.doi.org/10.4278/ajhp.26.4.tahp
Goetzel, R.Z., Henke, R.M., Tabrizi, M., Pelletier, K.R.,
Loeppke, R., Ballarad, D. W. et al. (2014). Do workplace health
promotion (wellness) programs work? Journal of Occupational
and Environmental Medicine, 56(9), 927-934.LeCheminant, J.D.
& Merrill, R.M. (2012). Improved health behaviors persist over
two years for employees in a worksite wellness program,
Population Health Management, 15(5), 261-266.
Ott-Holand, C.J., Shepard, W.J., Ryan, A.M. (2017). Examining
wellness programs over time: Predicting participation and
workplace outcomes. Journal of Occupational Health
Psychology, http://dx.doi.org/10.1037/ocp0000096.

Con Argument: XXXX
(repeat)
Argument Profiles
You need two arguments – one pro and one con – for your HR
“hot” issue. The arguments do not have to be “opposing” but
can be if it fits the situation. An example of “opposing”
arguments is ‘the practice increases productivity’ (pro
argument) and ‘the practice decreases productivity’ (con
argument). Many topics/issues may not have evidence on two
sides of an argument.
Use 12 point Times New Roman font with 1-inch margins
(single or double-spaced). Do not use more than one direct
quote (preferably none – paraphrase in your own words). Three
sources per argument is good but two really good sources is
adequate to receive all points. Use in-body citation (MLA or
APA) in addition to listing the sources following the paragraph
(see below). The grade will be dependent on (1) whether or not
the arguments make sense (how effectively you frame the
argument), (2) the adequacy of the supporting evidence, (3) the
adequacy of sources cited, (4) the quality of the writing
including organization, grammar, sentence structure and
spelling, and (5) following directions.
I expect that some of the team members will have similar
arguments based on their separate research. However, I also
expect that each of you has done his/her independent research
for the project and if it appears there is significant overlap in
the writing of the arguments, it might lead me to suspect
cheating. Thus, be careful to do this work on your own. Also,
the more separate arguments you have for your presentations,
the better. This gives the team an opportunity to explore

different arguments.
FORMAT
The sources should be adequately cited which means that at a
minimum the reader (your instructor) can trace the information.
Suggestions for citation of sources:
Journal Article: Author (s) (last name, initials) (year). Title of
article. Title of journal in italics, volume and issue number
(e.g., 51(5)), inclusive page numbers.
Website: Lynch, T. (1996). DS9 trials and tribbleations review.
Retrieved October 8, 1997, from Psi Phi: Bradley’s Science
Fiction club Web sites:
http://www.bradley.edu/campusorg/psiphi/Ds0ep/503r.html.
Topic Statement: e.g., Affirmative Action plans are appropriate
tools for achieving diversity in the workplace.
(1) Pro Argument: e.g., Affirmative Action benefits the people
it was intended to benefit.
Frame the argument in a 100 – 200 word paragraph. Be sure to
provide supporting evidence (e.g., statistics, case law, etc.).
Sources used to support the argument must be listed following
each argument.
(2) Con Argument: e.g., Affirmative Action leads to feelings of

low self-efficacy.
Frame the argument in a 100 – 200 word paragraph. Be sure to
provide supporting evidence (e.g., statistics, cases, case law,
etc.).
Sources used to support the argument must be listed following
each argument. (1)
PAGE
5
Lecture Notes
information and may not be
copied, further distributed, or otherwise disclosed, in whole or
in part, without the expressed written permission of Strayer
University.
JWI 510 – Lecture Notes (1194) Page 1 of 3

Week 9: Becoming the Leader
The challenges of the first three months in a new leadership
position can be significant, whether you are
becoming the leader of a team, a department, or an entire
organization. A lot is at stake regarding
organizational effectiveness and career success – both yours and
those of the people being led by you.
Leveraging a proven model will help ensure that you make a
successful transition into the new leadership
role. This week, we will explore practical steps you can take to
make your move into a new role successful
and to embrace the challenges the new opportunity presents.
Leading in the First 90 Days
Four common types of business situations must be understood
for you to select the most effective
leadership strategy: startup, turnaround, realignment, and
sustaining. These business situations can be
particular to a team or department, or they could apply to the
entire organization.
Startups and turnarounds give new leaders the opportunity to
start fresh. For these situations, courage is
essential because difficult decisions are often required early on.
Realignments and sustaining conditions
present a different challenge. A new leader must quickly assess
what to preserve because it is successful,
and what to change to move the organization forward. Once the
type of business situation is identified, two
fundamental choices must be made:

1. A decision whether to focus on learning about the
organization or taking action
In turnarounds and startups, the emphasis is typically on
immediate action. Often, early
decisions will be required even without complete information.
The new leader does not have
the luxury of a protracted analytical phase, and must focus on
quickly identifying what is
needed to manage the tactical elements as quickly as possible.
2. A decision whether to proactively pursue new initiatives or to
defend the current
position of the company
While the best strategy may integrate elements of both, a new
leader must decide which to
emphasize initially. Of course, for a startup, the emphasis is on
active pursuit of new initiatives.
In a turnaround, the strategy is to find the core strengths and
work to protect them. For a
realignment situation, identifying new initiatives is important,
as is defending the current
position. For sustaining an organization, the best approach is
typically to support the current
company position.
Lecture Notes

University.
Early Wins
What comprises an early win is different for each business
situation. Devising a clear strategy and forming
the right team are essential wins early in a startup situation. In a
turnaround, it is also important to get the
right team on board, as well as to determine which core
components of the business to focus on. In
realignments, because employees often do not see the need for
change, an early win is building urgency
and buy-in regarding the need for change. For sustaining
situations, the important early win is when others
in the organization know that you understand what makes that
organization successful.
The 10 Key Transition Opportunities
1. Promote yourself – let go of the old, take charge of the new
2. Accelerate learning – focus on what you need to learn first,
given the situation

3. Diagnose and match strategy to the situation
4. Secure early wins
5. Build a good relationship with your new boss – refer to Week
7 for ideas about how to do this
6. Focus on strategic alignment to ensure the business's
strategy, structure, systems, and capabilities
are aligned
7. Build your team – apply candor, differentiation, and
transparency
8. Build alliances – review Week 7 material for useful
approaches
9. Build your network – find others to help you keep your
perspective and provide counsel
10. Support everyone’s transition to your leadership

Lecture Notes
University.
Your Leadership Journey
• If you are new to leadership, think about how to establish
some early wins in your new role.
• If you are already a team leader, consider the transition traps
that you may face when you are
moving from a past leadership role into a new position.
• If you are a senior/veteran leader, consider how you – and
your direct reports leading their teams –
can embrace crucibles as poignant leading experiences.
Assignment 2: Part B

information and may not be copied, further
distributed, or otherwise disclosed, in whole or in part, without
the expressed written permission of Strayer University. This
course guide is subject to change
based on the needs of the class.
JWI 510 – Assignment 2B (1202) Page 1 of 5
Part B: Going Beyond the Case
25% of Course Grade (Due: Sunday, midnight of week 10)
Instructions
As you know, a core principle at JWMI is “learn it today; apply
it tomorrow.” This assignment is a continuation
of the work you did in Part A, but the questions challenge you
to go beyond simply analyzing what Satya
Nadella did at Microsoft. It is time to consider how you can
apply the leadership principles presented in the
case to your own career. To prepare for Part B of this
assignment, reread the entire case and review the

feedback you received from your professor on Part A.
Write a 6-7 page paper that draws links between the case and
your own leadership journey. Of the six topic
areas below, select four (4) you would like to focus on.
1. Learning from Nadella’s Example
2. Building a High Performing Culture
3. Channeling Conflict
4. Effective Communication
5. Fostering Diversity and Learning
6. Building a Learning Organization
Make sure you consider each question in your response.
Remember, a good response paper is one in which
you: (a) show you understand what happened in the case, (b)
apply tools and citations from course materials,
and (c) offer insights into how you can apply the case and
course materials to your own leadership journey.
1. Learning from Nadella’s Example
a. What characteristics does Nadella display that most closely
align to traits you have, or aspire

to develop, in your own leadership style? How are you most
different from him in your
leadership style?
b. What did he bring in terms of his own background
(professional and personal) that helped
him to be successful in stepping into the CEO role?
c. What makes Nadella an “authentic leader”? What actions did
Nadella take that demonstrate
he believes in role-model management?
d. Why is it important for leaders to take (appropriate) risks?
2. Building a High Performing Culture in Your Organization
a. In what ways is the culture in your current or former
organization similar to what Nadella
faced when he took over Microsoft?
b. If you wanted to change or realign this culture, where would
you begin?
c. What would be your biggest challenges? Why?
d. What steps can you take to build a learning culture?

3. Channeling Conflict
a. In what ways did Nadella embrace conflict in his role as
leader?
b. What are some of the biggest potential areas of conflict
within your own organization?
c. How well do you and your organization handle conflict now?
Explain.
d. How do you determine which conflicts to embrace and which
conflicts to avoid, and once you
make that decision, what can you do to encourage a positive
resolution to the conflict?

4. Effective Communication
a. What were the biggest communicative barriers that Nadella
faced in creating “one Microsoft”?
b. Are these barriers unique to large corporations, or do all
organizations face them?
c. Do they occur in your own organization? Explain.
d. What tools and communication practices would be most
useful to you in building teams that
embrace a common vision?
5. Fostering Diversity and Learning
a. How did Nadella seek to enhance diversity at Microsoft?
b. Why is diversity – in terms of culture, experience,
background, and viewpoint – so important for
an organization?
c. What are some risks or obstacles to instilling more diversity?
d. What steps can you take to make your organization stronger
by bringing in more diversity?
6. Building a Learning Organization
a. What did Nadella do to transform his team from “know-it-

alls” to “learn-it-alls”?
b. On the “knowledge-learning” spectrum, where does your
organization fit?
c. Jack has said that to be an effective leader, you have to be
confident enough to ask a lot of
questions and not be afraid of looking like the dumbest person
in the room.
i. How can you promote a hunger for learning in your team?
ii. How can you support team members who may be too afraid
to ask questions or
challenge the status quo?
d. As an MBA student, especially if you have been out of school
for a long time, what does a
“learn-it-all” mindset mean to you? What will you do to
embrace it?

Professional Formatting Requirements:
10-12), includes
headings and subheadings, with
one-inch margins on all sides. See the Sample Professional
Paper under Course Documents for
an example.
information that enables the reader to locate
the original source. Application and analysis of course materials
and resources is expected.
Additional research is welcome.
your name, the professor’s name, the

course title, and the date.
-7 pages, excluding your Cover page
and Reference list.
punctuation and usage errors, and
make the required corrections.
Rubric Assignment 2: Part B

Weight: 25% Assignment 2 – Part B: Going Beyond the Case
Criteria Unsatisfactory Low Pass Pass High Pass Honors
1.
Engages with
the case, as well
as other course
materials.
Weight: 25%
Does not make
any reference
to the case or
course
materials.
It lacks any
link to the
course.
Vaguely alludes
to the case or
course
materials.
It does not
contain much
detail about any
resources used.

Satisfactorily
refers to the case
and/or course
materials.
It is somewhat
logical, clear, and
concise.
Refers in detail
to the case and
other course
materials;
demonstrates a
clear
understanding
of the materials.
It is mostly logical,
clear, and
concise.
Exemplarily
refers to the
case and other
materials; draws
comprehensive
and detailed
insights that
expand upon the
materials.
It is highly logical,
clear, and
concise.

2.
Provides detailed
answers to
prompts in four
unique topic
areas.
Weight: 20%
Does not
respond or
responds to two
or fewer unique
topic areas;
ignores all of the
stated prompts.
Partially responds
to three or fewer
unique topic
areas; not all of
the stated
prompts are
answered.
Satisfactorily
responds to four
unique topic areas
and provides good,
but basic answers
to all of the stated
prompts.

Responds to four
unique topic
areas and
answers all of the
stated prompts;
answers are kept
distinct and
detailed.
Offers
comprehensive
and detailed
answers to all
prompts in four
unique topic
areas;
demonstrates a
thorough
understanding of
the chosen
topics.
3.
Draws lessons
and insights
from the
materials to the
student’s
personal
leadership
journey.
Weight: 35%

Does not or
unsatisfactorily
makes reference
to the student’s
leadership
journey; does
not talk about
the student at all,
and does not
demonstrate an
ability to apply
the materials.
Partially refers to
the student’s
leadership journey,
but does not go into
significant detail.
Very few links are
made back to the
reading materials.
Satisfactorily
refers to the
student’s
leadership journey
with some detail.
References are
made to the reading
materials, but clear
links may be
missing.

Offers a strong
explanation of the
student’s
leadership
journey, as well as
how to apply
lessons from the
reading materials.
Links are
extremely clear
and strong.
Provides an
extremely
comprehensive
analysis of lessons
from the materials
and how to apply
them to the
student’s
leadership journey.
Links to readings
and other resources
are insightful,
impactful, and
manifold.

Weight: 25% Assignment 2 – Part B: Going Beyond the Case
Criteria Unsatisfactory Low Pass Pass High Pass Honors
4.
The paper is
professionally
formatted and
includes in-text
citations,
references, and
is free from
grammar and
spelling errors.
Weight: 20%

The paper is
unsatisfactorily
formatted.
It may not include
a cover page and
headings, or lacks
professional
choices in
formatting, font,
and spacing.
Sources are not
consistently cited in
text, and accurate
references are not
included.
There are
mechanics and/or
usage errors.
The paper is
partially
satisfactorily
formatted.
It may not include
a cover page and
headings, or lacks
professional
choices in
formatting, font,
and spacing.

Sources are not
consistently cited
in text, and
accurate
references may
not be included.
There are some
mechanics or
usage errors.
The paper is
satisfactorily
formatted.
It includes a cover
page and headings,
but may lack
professional
choices in
formatting, font,
and spacing.
Sources may not
be consistently
cited in text, and
accurate
references may not
be included.
There may be
some minor
mechanics or
usage errors.
The paper is

professionally
formatted.
It includes a
cover page,
headings,
professional
formatting, font,
and spacing.
All sources are
consistently cited
in text, and
accurate
references are
included.
There are no
mechanics or
usage errors.
The paper is
exceptionally
formatted. It is
highly
professional in
look and easy to
quickly locate
information.
It includes a
cover page,
headings,
professional
formatting, font,
and spacing.

All sources are
consistently cited
in text, and
accurate
references are
included.
There
are no
mechan
ics or
usage
errors.

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