Chat with us, powered by LiveChat The purpose of this assessment is to discuss and analyze your leadership development based on the Kouzes and Posner (2017) model. - School Writers

The purpose of this assessment is to discuss and analyze your leadership development based on the Kouzes and Posner (2017) model.

  

The purpose of this assessment is to discuss and analyze your leadership development based on the Kouzes and Posner (2017) model. This model includes five (5) Practices of exemplary leadership (modelling the way, inspiring a shared vision, challenging the process, enabling others to act and encouraging the heart). Each Practice is supported by two (2) Commitments.

This assessment has two (2) parts which includes creating a visual presentation(Part A) and written assignment (Part B).

Part A: Create and present a visual representation of your future leadership development. The visual representation is a creative analysis of your how the five Kouzes and Posner practices relate to your own leadership skills and can be used to plan your own leadership development. The visual representation can be presented in variety of ways and you may choose any presentation format with the exception of PowerPoint (or other similar programs) as these are not acceptable. It is an expectation that all participants bring the Visual Representation to workshop 4.

Part B: Briefly describe an example of leadership from your own experience (it is best to provide a personal example).

Analyse your example using each of the five (5) exemplary leadership Practices and ten (10) Commitments. Use Kouzes and Posner (2017) and other literature to support your discussion and illustrate an understanding of the role and nature of effective leadership in health.

Discuss how the five (5) exemplary leadership Practices and ten (10) Commitments could be used to contribute to the development of your own leadership abilities, including specific strategies.

Provide support and consolidation for the ideas presented in the visual presentation (Part A). 

Assessment task 3

Assessment Title

Assignment

Task Description

The purpose of this assessment is to discuss and analyze your leadership

development based on the Kouzes and Posner (2017) model. This model includes five (5) Practices of exemplary leadership (modelling the way, inspiring a shared vision, challenging the process, enabling others to act and encouraging the

heart). Each Practice is supported by two (2) Commitments.

This assessment has two (2) parts which includes creating a visual presentation

(Part A) and written assignment (Part B).

Part A: Create and present a visual representation of your future leadership development. The visual representation is a creative analysis of your how the five Kouzes and Posner practices relate to your own leadership skills and can be

used to plan your own leadership development. The visual representation can be presented in variety of ways and you may choose any presentation format with the exception of PowerPoint (or other similar programs) as these are not acceptable. It is an expectation that all participants bring the Visual Representation to workshop 4.

Part B: Briefly describe an example of leadership from your own experience (it is best to provide a personal example).

Analyse your example using each of the five (5) exemplary leadership Practices and ten (10) Commitments.

Use Kouzes and Posner (2017) and other literature to support your discussion

and illustrate an understanding of the role and nature of effective leadership in health.

Discuss how the five (5) exemplary leadership Practices and ten (10) Commitments could be used to contribute to the development of your own leadership abilities, including specific strategies.

Provide support and consolidation for the ideas presented in the visual presentation (Part A).

Assessment Due Date

Part A: Workshop 4

Part B: Thursday 25th October 23:55hrs

Return Date to Students

Release of results

Length

2,500 and Creative Work

Weighting

50%

Assessment Criteria

Your assignment will be evaluated using an assessment rubric

Referencing Style

APA

A summary of the APA system can be accessed in the online guide on the Library

website at: http://uow.libguides.com/refcite/apa6

Submission

Your assignment will be submitted into a Turnitin submission box within the SNPG925 Moodle site. You will have the opportunity to review and re-submit your assignment up to the due date and time.

Subject Learning

Outcomes Assessed

2-6

5 | P a g e

Assessment Rubric: Assessment Task 3

Criteria

High Distinction

Distinction

Credit

Pass

Fail

Knowledge and application of Kouzes and Posner (2017) leadership to personal example

25%

• Demonstrates insight and awareness of the deeper subtler aspects of the application of K&P Practices and Commitments to personal leadership example.

• Articulate academic writing skills, highly coherent and logical flow of ideas. Exemplary spelling, grammar, and syntax.

• Evidence of an awareness and understanding of deeper and more subtle aspects of the K&P Practices and Commitments to the leadership example is shown. There is evidence of originality and independent thought.

• Fluent communication of information. Superior academic writing skills. Minimal errors in spelling, grammar and punctuation.

• A high level of understanding and application of K&P Practices and Commitments is communicated to the reader.

• Academic writing is fluent and relevant, clear and/or cohesive.

• Simple leadership example provided with K&P Practices and Commitments referred to but not used to guide analysis.

• Evidence of academic writing noted but has minor errors in spelling, grammar and style. Not always relevant, clear and/or concise.

• Example from practice missing or inappropriate and/or K&P Practices and Commitments not referred to or poorly applied.

• Elementary style of writing. Basic use of language.

Development of

leadership

abilities

20%

• Development of own leadership abilities is critically discussed.

• Clear and concise exploration of the K&P Practices and Commitments is identified.

• Clearly expresses strategies for development of personal leadership abilities.

• Relationship with K&P Practices and Commitments are evidently linked with the majority being clearly articulated.

• Strategies for development of leadership abilities noted clearly.

• Relationship with K&P Practices and Commitments addressed with satisfactory justification.

• Development of leadership abilities is simplistically conveyed.

• There is partial relationship between personal development and K&P Practices and Commitments but not all are considered.

• Development of leadership abilities not evident and/or not discussed with relation to K&P Practices and Commitments.

Application of

leadership

theory – creative work 25%

• An outstanding visual presentation demonstrating creativity and imagination.

• Deep and insightful understanding as to how future leadership will be developed is evident.

• There is evidence of a superior level of imagination and creativity presented in the visual presentation.

• Application to personal development clearly evident.

• There is evidence of a high level of creativity and imagination presented.

• Clear links to future leadership development are made.

• There is satisfactory imagination and effort evident in the creative presentation.

• Links to future development present.

• Creative representation is not presented imaginatively and/or there is no effort in using creativity to demonstrate leadership development.

• Links to leadership development poor or absent.

Analysis

20%

• Analysis and synthesis of K&P Principles and personal example are integrated with

literature and strongly linked to personal leadership development and abilities.

• Eloquent academic writing skills with main subject matter developed within each paragraph.

• There is a well-developed analysis of K&P Principles and personal example. Evidence of a deep awareness of the subtle aspects of

leadership development and abilities are well drawn.

• Evidence of superior academic writing skills with discussion in each paragraph providing sufficient depth to ensure reflection is meaningfully.

• K&P principles and personal example are analysed and there is evidence of evaluation

and syntheses of ideas in terms of related literature for leadership development.

• Evidence of fluent academic writing skills with discussion in majority of paragraphs providing broad depth to reflection.

• There is attempt at analysis but integration of both K&P principles and personal

example is limited in terms of leadership development.

• Evidence of appropriate academic writing skills with some depth to personal reflection.

• Poor or absent analysis and syntheses of the K&P principles and /or personal example.

6 | P a g e

Literature

Sources &

referencing

10%

• Extensive use of the subject

key text and relevant literature.

Multiple citations used to

support single ideas.

• References are accurate and comply with UOW referencing guideline for APA.

• The subject key text and broad range of high-quality papers are used frequently to support ideas.

• APA referencing style is consistently accurate. Minor, infrequent referencing errors noted.

• Body of assessment uses at least 5 reverent primary research literatures including the subject key text.

• APA referencing style is accurate. Minor, but frequent referencing errors noted.

• Primarily reliance on subject key text with minimal other supported literature used.

• APA evident but multiple errors noted.

• Shows little/no evidence of subject key text and supportive literature. Relies primarily on non-reviewed and/or internet sources.

• APA not evident and/or major and multiple referencing errors.

,

KOUZES AND POSNER : The Leadership Challenge The purpose of this summary is to guide your reading of the text – it is not intended to be a comprehensive overview of the content. Exemplary Leaders practice these 5 things:

1. Model the way 2. Inspire a shared Vision 3. Challenge the Process 4. Enable others to act 5. Encourage the heart

Each Practice is supported by two commitments. Leaders are committed to the practices if they: (Kouzes and Posner, 2012, p 29) Practice Commitments Model the way

• Clarify values by finding your voice and affirming shared ideals • Set the example by aligning actions with shared values

Inspire a shared vision

• Envision the future by imagining exciting and ennobling possibilities

• Enlist others in a common vision by appealing to shared aspirations

Challenge the process

• Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve • Experiment and take risks by constantly generating small wins and learning from experience

Enable others to act

• Foster collaboration by building trust and facilitating relationships • Strengthen others by increasing self- determination and developing competence

Encourage the heart

• Recognise contributions by showing appreciation for individual excellence • Celebrate the values and victories by creating a spirit of community

Each practice is demonstrated through behaviours – there are 6 behaviours for each of the 5 practices (i.e. 30 in total) Practice & Commitments Behaviours relating to the Practice-

MODEL THE WAY 1. Clarify values by finding your voice and

affirming shared ideals 2. Set the example by aligning actions with

shared values

I set a personal example of what I expect of others I spend time & energy making certain that the people I work with adhere to the principles and standards we have agreed upon I follow through on the promises and commitments that I make I ask for feedback on how my actions affect other people’s performance I build consensus around a common set of values for running our organisation I am clear about my philosophy of leadership

INSPIRE A SHARED VISION 1. Envision the future by imagining exciting

and ennobling possibilities 2. Enlist others in a common vision by

appealing to shared aspirations

I talk about future trends that will influence how our work gets done I describe a compelling image of what our future could be like I appeal to others to share an exciting dream of the future I show others how their long term interests can be realised by enlisting a common vision I paint the ‘big picture’ of what we aspire to accomplish I speak with genuine conviction about the higher meaning and purpose of our work

CHALLENGE THE PROCESS 1. Search for opportunities by seizing the

initiative and by looking outward 2. Experiment and take risks by constantly

generating small wins and learning from experience

I seek out challenging opportunities that test my own skills and abilities I challenge people to try out new and innovative ways to do their work I search outside the formal boundaries of my organisation for innovative ways to improve what we do I ask ‘what can we learn’ when things don’t go as expected I make certain that we set achievable goals, make concrete plans, and establish measurable milestones for the projects and programs that we work on I experiment and take risks, even when there is a chance of failure

ENABLE OTHERS TO ACT 1. Foster collaboration by building trust and

facilitating relationships 2. Strengthen others by increasing self-

determination & developing competence

I develop cooperative relationships among the people I work with I actively listen to diverse points of view I treat others with dignity and respect I support the decisions that people make on their own I give people a great deal of freedom and choice about how they do their work I ensure that people grow in their jobs by learning new skills and developing themselves

ENCOURAGE THE HEART 1. Recognise contributions by showing

appreciation for individual excellence 2. Celebrate the values and victories by

creating a spirit of community

I praise people for a job well done I make it a point to let people know about my confidence in their abilities I make sure that people are creatively rewarded for their contributions to the success of our projects I publicly recognise people who exemplify commitment to shared values I find ways to celebrate accomplishments I give the members of the team lots of appreciation and support for their contributions

,

The Leadership Challenge Kouzes & Posner (2017)

The Leadership Challenge “Leadership is not the reserve of a few

charismatic men and women. It is a process that ordinary people use when they are bringing forth the best from themselves and others. What we’ve discovered is that people make extraordinary things happen by liberating the leader within everyone”

(Kouzes and Posner, 2017).

The Kouzes & Posner Model

• Leaderships practices (x 5)

• Leadership Commitments (x 10)

• Leadership Behaviours (x 30)

(Kouzes and Posner, 2017).

Five exemplary Leadership Practices that enabled ordinary people to be successful leaders:

1. Model the way 2. Inspire a shared vision 3. Challenge the process 4. Enable others to act 5. Encourage the heart

(Kouzes and Posner, 2017).

Becoming a leader 1. Model the way

People will not believe the message unless they believe the messenger

DWYSYWD

• Leaders must stand for something, believe in something and care about something

• Leaders set the example with courage …in their own style expressing their values in their actions

(Kouzes & Posner, 2017)

Becoming a leader 2. Inspire a shared vision

Leaders believe they can make a difference. •Have a clear vision and communicate this with your team- get them on board

•Enlist others by getting people to see how their own dreams can be realised through a common vision

(Kouzes & Posner, 2017)

Becoming a leader 3. Challenge the process  search for opportunities to challenge

the status quo; seek innovative ways to change, grow and improve

 experiment and take risks  review the best available evidence

and ask others for their preferences  challenge the assumption that

“because we have always done it that way”, that it is the right way.

(Kouzes & Posner, 2017)

Becoming a leader 4. Enable others to act  Leaders know they can’t do it alone  Foster collaboration; Create a climate of

trust, mutual respect and positive interdependence, motivating others to feel ‘ we’re all in this together’

 Strengthen others by sharing power, providing choices and making each person feel confident and competent

(Kouzes & Posner, 2017)

5. Encourage the heart Leaders keep hope and determination alive, recognising contributions with genuine acts of caring, uplifting spirits and strengthening courage Working with peers to develop a focus on positive outcomes and ensure that successes – no matter how small – are celebrated

• Celebrate small wins • Give praise • Appreciate and support others

Becoming a leader

(Kouzes & Posner, 2017)

Leadership – what is it? “Leadership is not the

private reserve of a lucky few. It is an observable and learnable set of skills and abilities that are applicable at all levels”

(Kouzes & Posner, 2017)

The Leadership Challenge • Personal challenge is crucial to learning

and career enhancement • Boring, routine jobs don’t help you

improve your skills and abilities • You must stretch yourself • You must seek opportunities to test

yourself against new and difficult tasks • If you find yourself in a role that doesn’t

stretch you, figure out how to do it differently so that you are stretched

(Kouzes and Posner, 2017).

Support

C hallenge

Low Challenge

High Support

High Challenge

High Support

Low Challenge

Low Support

High Challenge

Low Support

Becoming a leader The 3 “E’s”

How did you learn to lead? – Experience: Learning through

trial and error – Example: Learning by

observing others – Education: Learning through

formal training (Kouzes and Posner, 2017).

Those who are best at leading are also best at learning

Learning to lead – Experience Experience: Learning through trial and error Seek opportunities to engage in leadership behaviours (practice)

– Make speeches – Be a mentor – Coach a team – Volunteer to manage

challenging projects – Help community groups find

innovative ways to raise funds (Kouzes & Posner, 2017)

Learning to lead – Example  Example: Learning by observing others Observe other leaders in practice – what do they do, say etc. Keep a journal, record your observations about what exemplary leaders do… review the journal regularly Read biographies and watch videos and films of exemplary leaders Listen to exemplary leaders speeches, notice what leaders do that makes them successful Interview leaders you admire & respect, ask permission to observe them in day-to-day activities

(Kouzes & Posner, 2017)

Learning to lead – Education Education: Learning through formal training

•Continue to take classes and self learning programs to expand your knowledge and skills in specific areas •Learn to use technologies, organise your activities, stay focused on your goals

•Work with coaches to improve in specific areas

(Kouzes and Posner, 2017).

10 top tips for becoming a better leader…

1. Be self aware 2. Manage your emotions 3. Seek feedback 4. Take the initiative 5. Engage a coach 6. Set goals and make a plan 7. Practice, practice, practice 8. Measure progress 9. Reward yourself 10. Be honest with yourself be humble with others

Learning to Lead Is discovering what

•You care about and value •About what inspires you •About what challenges you •About what gives you power and competence •About what encourages you

(Kouzes & Posner, 2017)

Worksheet Example Practice: Inspire a shared vision

Behaviour: Describes a compelling image of the future

Goal: I will know when I have reached my improvement goal when….. •I have written a 5 to 7 minute presentation of my vision •My colleague, Suzie gives me feedback that she finds my statement ‘compelling’ •My direct reports give me feedback that my vision statement is at least 3 on a scale of 1 (not all compelling) to 5 ( I’ll sign up)

Worksheet Example Action steps: Experience: Write a 5-7 minute vision statement Make sure to include metaphors, examples and other relevant imagery in my vision statement Sit down with Terry, who does this better than anyone I know and share what I have written. Get his feedback. Make changes accordingly and review with him again Present the vision statement to my team and ask for their honest feedback Revise again

Action Steps: Education: Listen to Martin Luther King Jr’s ‘I have a dream’ speech and take notes on what he does to enlist others – his method and content Read chapter 6 in Kouzes & Posner’s book, the leadership Challenge, on ‘enlist others’

The Process of Great Leadership • The road to great leadership that is common to

successful leaders: • Challenge the process – First, find a process that you

believe needs to be improved the most

• Inspire a shared vision – Next, share your vision in words that can be understood by your followers

• Enable others to act – Give them the tools and methods to solve the problem

• Model the way – When the process gets tough, get your hands dirty. A boss tells others what to do…a leader shows that it can be done

• Encourage the heart – Share the glory with your followers' heart, while keeping the pains within your own

(Kouzes & Posner, 2017)

  • The Leadership Challenge
  • The Leadership Challenge
  • The Kouzes & Posner Model
  • Slide Number 4
  • Becoming a leader
  • Becoming a leader
  • Becoming a leader
  • Becoming a leader
  • Becoming a leader
  • Leadership – what is it?
  • The Leadership Challenge
  • Slide Number 12
  • Becoming a leader�The 3 “E’s”
  • Slide Number 14
  • Learning to lead – Experience
  • Learning to lead – Example
  • Learning to lead – Education
  • 10 top tips for becoming a better leader…
  • Learning to Lead
  • Worksheet Example
  • Worksheet Example
  • The Process of Great Leadership

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