https://www.studypool.com/discuss/5419430/Contempo…
Part One:
Competency
This competency will allow you to explain and compare various leadership theories.
Instructions
The company you work for has asked you to prepare a document that categorizes leadership theories. Assume this document will serve as a reference to quickly identify and explain the differences between leadership theories. This document will have two parts:
Grading Rubric
F | F | C | B | A |
0 | 1 | 2 | 3 | 4 |
No Pass | No Pass | Competence | Proficiency | Mastery |
Not Submitted | Table does not identify any leadership theories. | Table identifies 1-2 leadership theories. | Table identifies 3-4 leadership theories. | Table identifies 5 leadership theories. |
Not Submitted | Table does not identify any distinctions between the theories. | Table identifies 1-2 distinctions between each theory. | Table identifies 3-5 distinctions between only some of the theories. | Table identifies 3-5 distinctions between each theory. |
Not Submitted | No description of leader or identification of leadership theories. | Offered description of the leader, but no identification of the leadership theories used. | Offered description of the leader, but explanation of leadership theories used is vague. | Clear description of both leader and leadership theories that were used by the leader. |
Not Submitted | No identification of leadership theories in common or theories student would not use. | Identification of leadership theories in common, but no explanation of theories student would not use. | Identification of leadership theories in common, and vague explanation of why student would not use some theories. | Identification of leadership theories in common, and clear explanation of why student would not use some theories. |
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Part Two:
Competency
This competency will allow you to examine the challenges of leading change and identify a real-life situation in which change was successfully implemented.
Instructions
Your boss needs you to develop an employee engagement survey that consists of 10 questions that will be administered through email to all employees. She hands you the following requirements that must be addressed within the survey:
Your job is to submit to your boss a questionnaire that contains 10 specific questions that integrate the defined requirements above along with any other necessary information you believe would add value to understanding the employees’ thoughts and feelings about the organization.
Additionally, you need to write a one-page summary of why you chose these 10 questions. Include an introduction demonstrating an understanding of organizational commitment, leader-member exchange, and perception of support. Within the body of the summary, provide comparative research with other possible engagement surveys. Lastly, within the conclusion, explain why your survey will add operational value to the organization.
Grading Rubric
F | F | C | B | A |
0 | 1 | 2 | 3 | 4 |
No Pass | No Pass | Competence | Proficiency | Mastery |
Not Submitted | Survey has less than 10 questions. | Survey’s 10 questions do not address the five requirements. | Survey’s 10 questions vaguely address the five requirements. | Survey’s 10 questions clearly address the five requirements. |
Not Submitted | Summary introduction does not address organizational commitment, leader member exchange, or perception of support. | Summary introduction addresses 1-2 of the following: organizational commitment, leader member exchange, and perception of support. | Summary introduction partially demonstrates understanding of organizational commitment, leader member exchange, and perception of support. | Summary introduction thoroughly demonstrates understanding of organizational commitment, leader member exchange, and perception of support. |
Not Submitted | Summary provides no comparative research with other possible engagement surveys. | Summary provides limited comparative research with other possible engagement surveys. | Summary provides some comparative research with other possible engagement surveys. | Summary provides extensive comparative research with other possible engagement surveys. |
Not Submitted | Summary conclusion does not address how the survey will add operational value to the organization. | Summary conclusion obliquely addresses how the survey will add operational value to the organization. | Summary conclusion offers a limited explanation of how the survey will add operational value to the organization. | Summary conclusion offers a thorough explanation of how the survey will add operational value to the organization. |
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