leadership analysis paper
Leader Analysis Paper #3, please submit a 4-5 page (minimum) double-spaced paper that details the following:
1. Specifically, how did your leader display (or not display) aspects of Leading and Managing Change (Unit 7), Problem Management and Decision Making (Unit 8), and Consensus Building and Negotiation (Unit 9).
2. Please include citations and references to Units 7, 8, and 9 reading materials that support your answers.
3. As part of your conclusion, state how can you apply the conclusions of your assessment and analysis to leadership roles and responsibilities in your organization.
Your paper must include ALL the following:
Summary of points made, written LAST
Table of Contents
Introduction (~0.5 page)
Outline of points you will make concerning your leader’s change leadership (Unit 7), decision-making strategy (Unit 8), and negotiation skills (Unit 9)
Sec. 1 – Change Leadership (~1-1.5 pp)
Using examples, show how your leader demonstrates (or fails to demonstrate) effective change leadership
as described by Kotter:
1. Establishing a sense of urgency
2. Creating the guiding coalition
3. Developing a vision and strategy
4. Communicating the change vision
5. Empowering broad-based action
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Anchoring new approaches in the culture
Sec. 2 (~1-1.5 pp.) – Decision-making
Using specific examples to explain your answer, identify your leader’s preferred decision-making style. Does it illustrate:
1. The incremental model
2. The polis model
3. The “garbage can” model
4. The bargaining model
5. The participative model
6. The rational model
Sec. 3 (~1-1.5 pp.) – Negotiation and Consensus-building
Using at least two specific examples of negotiations in which your leader took an active role, assess his or her skill in this area of leadership.
Summary (~0.5 pp.)
References (separate page(s))
APA style (parenthetical references in the text [e.g., (Lewis, 2003)], only cited works in the References, “hanging indent” format)
Reading/Reference material to be used:
Unit 7: Leading and Managing Organizational Change Overview
Change is one constant in organizations. Therefore, in order to be an effective leader, it is important to be able to embrace, lead, and manage organizational change. John Kotter (1995) identifies eight common errors common to organizational change efforts:
· Not Establishing a Great Enough Sense of Urgency
· Not Creating a Powerful Enough Guiding Coalition
· Lacking a Vision
· Undercommunicating the Vision by a Factor of Ten
· Not Removing Obstacles to the New Vision
· Not Systematically Planning For and Creating Short-Term Wins
· Declaring Victory Too Soon
· Not Anchoring Changes in the Corporation’s Culture
In completing this lesson, you will:
· Define organizational change
· Determine the challenges of leading organizational change
· Understand the differences between leading and managing organizational change
· Explain the leader’s role in facilitating organizational change
· Explain the steps of Kotter’s Eight-Stage Process
o Establish a Sense of Urgency
o Form a Powerful Guiding Coalition
o Develop a Compelling Vision
o Communicate the Change Vision Widely
o Empower Employees to Act on the Vision
o Generate Short-Term Wins
o Consolidate Gains and Create Greater Change
o Institutionalize Changes in the Organizational Culture
· Apply the eight-stage process to a change initiative
This unit will focus on how to counter these errors by using Kotter’s Eight Stage Process of Creating Major Change.
· Read Lussier & Achua, Chapter 11, pages 411-418.
· Read Kotter, Leading Change: Why Transformation Efforts Fail. Download Leading Change: Why Transformation Efforts Fail.
· Read Rajan & Ganesan, A Critical Analysis of John P. Kotter’s Change Management Framework. Download A Critical Analysis of John P. Kotter’s Change Management Framework.
· Read Jensen & Bojeun, The Value of Emotional Intelligence in Transformational Change.
· Review the slide deck: Leading Change Download Leading Change.
· Read the Leading Innovation and Change: Best Practices Case Study Download Leading Innovation and Change: Best Practices Case Studyand participate in the Unit 7 Discussion Forum.
Unit 8: Problem Management and Decision Making Definitions and Rational Problem Solving Processes Overview
A major competency of a successful leader is solving problems and making relevant, timely decisions. This unit will introduce you to a number of decision making models, the concept of Groupthink, and Rational Problem Solving Processes. You will have the opportunity to select, work, and possibly solve a problem using the Five Step Rational Problem Solving Process with the assistance of the video Solving Business Problems with Mike Figiuolo.
There are a number of different approaches to Making Decisions to include the Rational Model. That will be the focus of the next lesson (Problem Solving Processes). This lesson introduces a few of these approaches and also examines the difference, and similarities, between Managing Problems and Making Decisions.
In completing Lesson 1, you will:
· Understand the similarities and differences of managing problems and making decisions
· Summarize the Rational Decision Making Model
· Summarize the Incremental Decision Making Model
· Summarize the Polis Decision Making Model
· Summarize the Garbage Can Decision Making Model
· Summarize the Bargaining Decision Making Model
· Summarize the Participative Decision Making Model
As you will learn in the Lesson 1, the Rational Decision Making Model is one of several methods to solve problems. The Rational Model, the focus of Lesson 2, has the goal of maximizing efficiency by picking the best alternatives based on specific criteria. There are many variations of the model – you reviewed the Six Step Process in Lesson 1 (you’ll see it again in this lesson’s slide deck). Lesson 2 will introduce you to the Seven Step Process and the Five Step Process. Whether the model you use is five, six, or seven steps, the goal is the same: Identify the Problem, Select Alternatives and, based on a set of decision criteria, select the best Solution. Lesson 2 will also give you the chance to practice the Five Step Process on a problem of your choosing.
In completing Lesson 2 you will:
· Understand the Seven-Step Problem Solving Process
o Define and Identify the Problem
o Analyze the Problem
o Identify Possible Solutions
o Select the Best Solutions
o Describe how to Evaluate Solutions
o Identify the components of an Action Plan
o Understand how to Implement the Solution
· Understand and apply the Five-Step Problem Solving Process
o Pin the Problem
o Identify all the Issues
o Identify your Best Guess
o Analyze Paths
o Pitch a Recommendation
· Read Lussier & Achua, Chapter 8, pages 286-288.
· Read Janis, Chapter 18, Groupthink Download Groupthink
· Review the slide deck: Problem Management and Decision Making Download Problem Management and Decision Making.
· Review the Seven Step Problem Solving Process slide deck. Download Seven Step Problem Solving Process slide deck.
· View the LinkedIn Learning video: Solving Business Problems with Mike Figliuolo. (Links to an external site.)
· Utilizing the video and associated Exercise Handout Download Exercise Handoutattempt to solve a problem using the Five Step Problem Solving Process. Discuss your experience in the Unit 8 Discussion forum
· Attend and actively participate in the weekly online session via Adobe Connect.
Unit 9: Consensus Building and Negotiation Overview
Lussier and Achua define negotiation as “a process in which two or more parties are in conflict and attempt to come to an agreement.” The authors go on to contend that “your negotiation ability directly affects your success in your personal and professional lives.” This unit will address various negotiation and consensus building techniques by means of readings and a video by Margaret Neale. Also, I have included a link to the book “Getting to Yes” by Fisher and Uri. This book is primary reference for the art of negotiation and used in many negotiation courses.
In completing this unit, you will:
· Understand why focusing on interests rather than positions is fundamental to effective negotiations
· Understand the practice of considering the Best Alternative to a Negotiated Agreement (BATNA)
· Understand common negotiation traps
· Understand the importance of consensus building when leading teams
· Read Lussier & Achua, Chapter 5, pages 165-170.
· Read Cohen, S.P., Focusing on Interests Rather than Positions. (Links to an external site.)
· Read Sebenius, J.K., Six Habits of Merely Effective Negotiators Download Six Habits of Merely Effective Negotiators.
· Read Fisher & Uri, Getting to Yes, Introduction and Chapter 1 Download Getting to Yes, Introduction and Chapter 1; Scan the rest of the book.
· Review the Consensus Building and Negotiation slide deck Download Consensus Building and Negotiation slide deck.
· View the YouTube video -Negotiation: Getting What you Want (Links to an external site.)and participate in the Unit 9 Discussion Forum