4/8/19, 12)33 PMEffective Leadership Scoring Guide
Page 1 of 1https://courserooma.capella.edu/bbcswebdav/institution/BUS-FP/BUS-FP3050/190100/Scoring_Guides/u04a1_scoring_guide.html
Effective Leadership Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze a leader's
methods of
influence.
Does not identify a
leader's methods
of influence.
Lists ways a leader can
influence, but does not
explain how the behavior
influences others.
Analyzes a
leader's
methods of
influence.
Analyzes a leader's methods of
influence and poses potential
methods that might improve
communication effectiveness.
Apply theories
related to leadership
styles to describe a
leader's
communication.
Does not apply
theories related to
leadership styles.
Applies theories related
to leadership styles but
does not relate them to a
leader's communication.
Applies theories
related to
leadership
styles to
describe a
leader's
communication.
Applies theories related to
leadership styles to describe a
leader's communication and
specifies which might be most
effective in explaining the
communication.
Analyze a leader's
communication from
a situational
leadership
perspective.
Does not analyze
a leader from a
situational
perspective.
Analyzes a leader from a
situational leadership
perspective, but does not
relate this to
communication.
Analyzes a
leader's
communication
from a
situational
leadership
perspective.
Analyzes a leader's
communication from a
situational leadership
perspective and potential
changes using situational
leadership that could improve
communication.
Describe a leader's
use of power bases
in relationship to a
leader's
communication.
Does not describe
a leader's use of
power bases.
Describes a leader's use
of power bases but does
not relate this to
communication.
Describes a
leader's use of
power bases in
relationship to a
leader’s
communication.
Describes a leader's use of
power bases in relationship to
a leader's communication and
potential shifts in the use of
power bases that could
improve communication.
Write clearly to
convey the intended
content and follow
APA rules for
attributing sources.
Writing does not
clearly convey the
intended content
or does not follow
APA rules for
attributing sources.
Writing conveys the
intended content and
follows APA rules for
attributing sources, but is
inconsistent in terms of
clarity and organization.
Writes clearly to
convey the
intended
content and
follow APA rules
for attributing
sources.
Writing conveys the intended
content, is consistently clear
and well-organized, and
follows APA rules for attributing
sources.
First Steps to Health & Wellness for Small Businesses
How to Start Your Workplace Wellness Program
1. Make a commitment by expressing your support for workplace wellness to your employees
2. Designate a wellness leader &/or create a small wellness committee
3. Review & promote any existing worksite support or policy related to wellness
4. Seek employe.
1. 4/8/19, 12)33 PMEffective Leadership Scoring Guide
Page 1 of
1https://courserooma.capella.edu/bbcswebdav/institution/BUS-
FP/BUS-
FP3050/190100/Scoring_Guides/u04a1_scoring_guide.html
Effective Leadership Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT
DISTINGUISHED
Analyze a leader's
methods of
influence.
Does not identify a
leader's methods
of influence.
Lists ways a leader can
influence, but does not
explain how the behavior
influences others.
Analyzes a
leader's
methods of
influence.
Analyzes a leader's methods of
influence and poses potential
2. methods that might improve
communication effectiveness.
Apply theories
related to leadership
styles to describe a
leader's
communication.
Does not apply
theories related to
leadership styles.
Applies theories related
to leadership styles but
does not relate them to a
leader's communication.
Applies theories
related to
leadership
styles to
describe a
leader's
communication.
Applies theories related to
leadership styles to describe a
leader's communication and
specifies which might be most
effective in explaining the
communication.
Analyze a leader's
communication from
a situational
3. leadership
perspective.
Does not analyze
a leader from a
situational
perspective.
Analyzes a leader from a
situational leadership
perspective, but does not
relate this to
communication.
Analyzes a
leader's
communication
from a
situational
leadership
perspective.
Analyzes a leader's
communication from a
situational leadership
perspective and potential
changes using situational
leadership that could improve
communication.
Describe a leader's
use of power bases
in relationship to a
leader's
communication.
4. Does not describe
a leader's use of
power bases.
Describes a leader's use
of power bases but does
not relate this to
communication.
Describes a
leader's use of
power bases in
relationship to a
leader’s
communication.
Describes a leader's use of
power bases in relationship to
a leader's communication and
potential shifts in the use of
power bases that could
improve communication.
Write clearly to
convey the intended
content and follow
APA rules for
attributing sources.
Writing does not
clearly convey the
intended content
or does not follow
APA rules for
attributing sources.
5. Writing conveys the
intended content and
follows APA rules for
attributing sources, but is
inconsistent in terms of
clarity and organization.
Writes clearly to
convey the
intended
content and
follow APA rules
for attributing
sources.
Writing conveys the intended
content, is consistently clear
and well-organized, and
follows APA rules for attributing
sources.
First Steps to Health & Wellness for Small Businesses
How to Start Your Workplace Wellness Program
1. Make a commitment by expressing your support for
workplace wellness to your employees
2. Designate a wellness leader &/or create a small wellness
committee
3. Review & promote any existing worksite support or policy
6. related to wellness
4. Seek employee opinions regarding how the company could
help support a healthy lifestyle
5. Select one or more wellness activities to promote & deliver at
the workplace
6. Encourage employee participation in wellness activities & be
an active role model
7. Each month, ask employees for feedback on the use &
effectiveness of the wellness activities
8. Each quarter, introduce additional wellness activities (see
resource for additional information)
Examples of Free or Low-Cost Activities to Promote Workplace
Wellness
Physical Activity
□ Incorporate flexible schedules to allow for physical activity
or schedule periodic physical activity breaks
□ Encourage “walking meetings” instead of sitting at a desk or
table
□ Provide secure areas to lock or store bicycles
□ Put up motivating signs near stairwells to encourage the use
of stairs
□ Create team challenges using fitness apps or activity trackers
□ Create employee activity or recreation groups
7. □ Map out walking routes inside & around the workplace
(include mileage/steps)
□ Contact local gyms for reduced-cost gym memberships or
provide vouchers towards memberships
□ Give incentives or prizes for active transportation to & from
work
□ Provide on-site recreation activities (Wii/Kinect, ping-pong,
bocce ball, basketball hoop, etc.)
Nutrition
□ Provide access to clean drinking water throughout the
workplace
□ Make gradual changes to add healthier options & nutritional
information to vending machines
□ Increase the number of healthy food options provided at
meetings
□ Provide access to a clean refrigerator, microwave, & prep-
area
□ Encourage employees to bring a healthy lunch from home
□ Host healthy pot-lucks or “salad bowl” lunches & share
recipes
□ Establish a fresh fruit & healthy snack bowl funded by
employee donations
□ Host healthy cooking lessons or a healthy cook-off
8. □ Invite a registered dietitian for a lunch-n-learn session
□ Establish a community supported agriculture (CSA) drop-off
point near the workplace
Tobacco Cessation
□ Promote the use of the state or local tobacco quitline at 800-
QUIT-NOW
□ Encourage employees to support each other’s efforts to quit
smoking
□ Establish written policies for a tobacco- & nicotine-free
workplace
Stress Management
□ Maintain a clean work environment & remove unnecessary
clutter
□ Offer a time management & personal organizational skills
training
□ Connect employees with local mental health services &
support groups (parenting skills, stress management, etc.)
□ Establish a quiet, softly-lit room for relaxation & meditation
during work breaks
□ Support a work-life balance & encourage employees to
electronically disconnect after-hours
□ Take time to volunteer in the community as a group
□ Utilize available outdoor green space & create a company
garden
9. Additional Workplace Wellness Resources for Small Businesses
American Cancer Society
- A Tool for Planning Healthy Meetings and
Events
Guidebook to help organizations plan meetings & events with
good health in mind
http://acsworkplacesolutions.com/wpsPDFs/Meeting_Well_2513
.00_PRESS.pdf
Centers for Disease Control and Prevention
Website that provides information about workplace health
promotion & provides guidance in designing,
implementing, & evaluating effective workplace health
programs
https://www.cdc.gov/workplacehealthpromotion
Indiana State Department of Health
-Size Businesses
(2
nd
edition)
Toolkit that assists small- to mid-sized businesses develop
10. policies, support environments, & create activities to
provide employees with strategies to increase wellness in the
workplace
http://www.in.gov/isdh/files/16_Worksite%20toolkit%20web%2
0FINAL.pdf
Missouri Council for Activity & Nutrition
Toolkit
Toolkit that helps employers identify strengths & weaknesses of
their health promotion policies, develop an action
plan to implement or improve worksite wellness, & to provide a
payback on investment
http://extension.missouri.edu/hes/workwell/WorkWellToolkit.pd
f
United States Department of Agriculture
Online tools to create & track personalized nutrition & physical
activity plans with the option to create
SuperTracker groups for peer support & friendly competition
https://www.supertracker.usda.gov
Wellness Council of America
11. List of specific steps & activities to create a successful
employee health promotion program at a small worksite
http://fitcitysa.com/files/StartingSmallWWReferenceupdated.pd
f
- Small Business Report
2-part resource that discusses how to incorporate the steps a
small business should take to create a successful
workplace wellness program
https://www.welcoa.org/wp/wp-
content/uploads/2014/06/aa_7.2_jan08_sb1.pdf (part 1)
https://www.welcoa.org/wp/wp-
content/uploads/2014/06/aa_7.3_feb08_sb2.pdf (part 2)
An electronic version of this document & additional resources
can be found at:
https://oshr.wustl.edu/for-employers/workplace-health-
promotion-in-small-businesses/
Contact [email protected] with any questions or to report a
broken link.
Disclaimer:
12. Washington University School of Medicine does not endorse or
guarantee the accuracy of information contained on websites of
non-
affiliated external sources. Read the School of Medicine’s
Policy on Links to Third-Party Websites to learn more.
Last Updated: 03/27/2017
http://acsworkplacesolutions.com/wpsPDFs/Meeting_Well_2513
.00_PRESS.pdf
https://www.cdc.gov/workplacehealthpromotion
http://www.in.gov/isdh/files/16_Worksite%20toolkit%20web%2
0FINAL.pdf
http://extension.missouri.edu/hes/workwell/WorkWellToolkit.pd
f
https://www.supertracker.usda.gov/
http://fitcitysa.com/files/StartingSmallWWReferenceupdated.pd
f
https://www.welcoa.org/wp/wp-
content/uploads/2014/06/aa_7.2_jan08_sb1.pdf
https://www.welcoa.org/wp/wp-
content/uploads/2014/06/aa_7.3_feb08_sb2.pdf
https://oshr.wustl.edu/for-employers/workplace-health-
promotion-in-small-businesses/
mailto:[email protected]
https://medicine.wustl.edu/policies/links-to-third-party-
websites/
