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Leadership Reflection Reflect on a leadership or follower role you have experienced or are currently undertaking. Introduction Briefly describe the leadership or follower role you held and the major challenges you faced. Reflective analysis 1. Evaluate your performance as leader or follower 2. To what extent was collaboration encouraged within your team? 3. How did you attain credibility from those you led or worked with? 4. Discuss how your character as a leader/follower influenced your practice 5. How did followers shape the way you led or followed? 6. What was your understanding of followership while in this role? 7. Which leadership perspective/s from Alvesson et al.s (2017) reading is most applicable to your current or future leadership practice? 8. Which leadership concept/s or framework/s might enable you to enhance a specific area of leadership/followership which you need to work towards? When answering the questions keep in mind the need to: Give specific examples to describe your experience Link your discussion to relevant leadership theory/concepts Discuss what you have learned that can be applied in the future Explain the specific changes you can make to your leadership practice to deal with a similar future situation..

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CLC - Leadership Styles and Nursing My Group Group Forum This is a Collaborative Learning Community (CLC) assignment. The purpose of this assignment is to assess leadership styles, traits, and practices as a nursing professional, establish the importance of effective interprofessional communication as a leader in nursing, and to explore the role of servant leadership in nursing practice. Read the study materials on leadership and complete the topic quiz activities to better understand your leadership qualities. Upon completion, summarize and share with your group what you learned about your specific leadership qualities, so you can become familiar with how you are similar and different from your peers when it comes to being a leader. As a group, review the study materials related to servant leadership. Using what you have learned about the tenets of servant leadership and traits and practices of successful leaders, create a 4 slide PowerPoint presentation with speaker notes. Add an additional slide for references at the end of your presentation. Include the following in your presentation: Each group member: Create a slide that summarizes your leadership style, traits, and practices. Explain why it is important for nursing professionals to be aware of their personal leadership style, traits, and practices. You are required to cite to a minimum of three sources to complete this assignment. Sources must be published within the last 5 years and appropriate for the assignment criteria and relevant to nursing practice. Refer to the resource, "Creating Effective PowerPoint Presentations," located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style. While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion. You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance. CLC-Leadership Styles and Nursing No of Criteria: 11 Achievement Levels: 5 CriteriaAchievement LevelsDescriptionPercentageUnsatisfactory0.00 %Less Than Satisfactory75.00 %Satisfactory79.00 %Good89.00 %Excellent100.00 %Content80.0 Individual Group Slides4.0Slides summarizing leadership styles, traits, and practices of each group member are omitted.N/AN/AN/ASlides summarizing leadership styles, traits, and practices of each group member are presented.Comparison of Leadership Styles4.0A comparison of the personal leadership styles of group members is omitted.A comparison of the personal leadership styles of group members is incomplete. The comparison is vague and fails t.

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You completed your evaluation at 8:57 am EST on November 30, 2019. Prepared on November 30, 2019 for: Test Participant Test Participant 2 1. Introduction 2. The Full Range Leadership Model 3. MLQ Scales — Full Range Leadership 4. Your MLQ Results Leadership Profile Scores Comparison with Norms: Your Leadership Scores Your Strengths — Transformational Leadership Your Areas for Development — Transformational Leadership 5. What is Authentic Leadership? 6. ALQ Scales 7. Authentic Leadership Effects 8. Your ALQ Results Authentic Leadership Scale Scores Comparison with Norms: Your Authentic Leadership Scores Your Strengths & Areas for Development — Authentic Leadership 9. Understanding Your MLQ/ALQ Results 10. Building Your Individual Development Plan (IDP) 11. Individual Development Plan (IDP) Resources Appendix A. Personal Development — Attributes of Authentic Leadership Appendix B. Developing Authentic Leadership in the Organizational Context Appendix C. Recommended Reading Appendix D. About Using Only the Self Form Appendix E. ALQ Norms in This Report Test Participant 3 This report provides the results from your Multifactor Leadership Questionnaire (MLQ) and Authentic Leadership Questionnaire (ALQ) self-assessment: measures of how frequently you exhibit various leadership behaviors, including authentic leadership styles. The MLQ measures a full range of leadership styles, which may be grouped under three broad categories. Each category differs in the nature of the leadership behaviors and their expected outcomes. Transformational Leadership Full Range Leadership® Model Style Labels (Also known as the 5 I's) Builds Trust IIA (Idealized Influence — Attributes) Acts with Integrity IIB (Idealized Influence — Behaviors) Encourages Others IM (Inspirational Motivation) Encourages Innovative Thinking IS (Intellectual Stimulation) Coaches & Develops People IC (Individualized Consideration) Transactional Leadership Constructive Rewards Achievement CR (Contingent Reward) Corrective Monitors Deviations & Mistakes MBEA (Management-by-Exception: Active) Passive-Avoidant Behaviors Passive Fights Fires MBEP (Management-by-Exception: Passive) Avoidant Avoids Involvement LF (Laissez-Faire) The MLQ also measures three outcomes of leadership — how frequently you inspire in your colleagues: ● Extra Effort ● Individual, Unit, and Organizational Effectiveness ● Satisfaction with the Leadership The ALQ measures how genuine, or authentic, is a leader’s behavior. The four ALQ scales are: Self Awareness, Transparency, Ethical/Moral, and Balanced Processing. Test Participant 4 The Full Range model includes numerous leadership styles, and all leaders display each style to some degree. Ideally, the Transformational and Authentic leadership styles (most active and ...

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Assignment: Personal Leadership Philosophies Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches. What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions. What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership. To Prepare: Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments. Reflect on the leadership behaviors presented in the three resources that you selected for review. Reflect on your results of the CliftonStrengths Assessment, and consider how the results relate to your leadership traits. The Assignment (2-3 pages): Personal Leadership Philosophies Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following: A description of your core values A personal mission/vision statement An analysis of your CliftonStrengths Assessment summarizing the results of your profile A description of two key behaviors that you wish to strengthen A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples. Be sure to incorporate your colleagues’ feedback on your CliftonStrengths Assessment from this Module’s Discussion 2. .

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Personal Leadership Philosophies Many of us can think of leaders we have come to admire, be they historical figures, pillars of the industry we work in, or leaders we know personally. The leadership of individuals such as Abraham Lincoln and Margaret Thatcher has been studied and discussed repeatedly. However, you may have interacted with leaders you feel demonstrated equally competent leadership without ever having a book written about their approaches. What makes great leaders great? Every leader is different, of course, but one area of commonality is the leadership philosophy that great leaders develop and practice. A leadership philosophy is basically an attitude held by leaders that acts as a guiding principle for their behavior. While formal theories on leadership continue to evolve over time, great leaders seem to adhere to an overarching philosophy that steers their actions. What is your leadership philosophy? In this Assignment, you will explore what guides your own leadership. To Prepare: Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments. Reflect on the leadership behaviors presented in the three resources that you selected for review. Reflect on your results of the CliftonStrengths Assessment, and consider how the results relate to your leadership traits. The Assignment (2-3 pages): Personal Leadership Philosophies Develop and submit a personal leadership philosophy that reflects what you think are characteristics of a good leader. Use the scholarly resources on leadership you selected to support your philosophy statement. Your personal leadership philosophy should include the following: A description of your core values A personal mission/vision statement An analysis of your CliftonStrengths Assessment summarizing the results of your profile A description of two key behaviors that you wish to strengthen A development plan that explains how you plan to improve upon the two key behaviors you selected and an explanation of how you plan to achieve your personal vision. Be specific and provide examples. Be sure to incorporate your colleagues’ feedback on your CliftonStrengths Assessment from this Module’s Discussion 2. .

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Lexi, Lauren and Madeleine continued their discussion. Most errors in capital budgeting occur when adjusting for the time value of money, said Lexi. No, said Lauren, most errors occur when one is interpreting results. Again, you are both wrong, said Madeleine. Most errors occur because of one errs in estimating the relevant cash flows. What do you think? Is Lexi right? Is Lauren right? Is Madeleine right? Are none of them correct? Support your answer with examples, as appropriate..

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Leon was an employee of Building Future Limited (BFL). BFL was a construction company which always acted as a contractor for a major developer, Reliable Development Limited (RDL), in Hong Kong. RDL had a construction site in Yuen Long (the site), and it needed a worker to operate a crane, so RDL instructed BFL to send staff to the site. However, BFL ran out of staff, and Leon was the only available staff. Therefore, BFL sent Leon to the site to operate the crane. Steven lived in Yuen Long and had a car. Steven always parked his car in an open space close to the site. One day, when Steven saw Leon operating the crane, Steven asked the site manager, Bonnie, who was the staff of RDL, whether the operation was safe. Bonnie told Steven that the operation was safe and there was nothing to worry about. However, one day, when Steven went to the open space to take his car, a load of metal bars was dropped on Steven's car from the crane (operated by Leon), and as a result, Steven was injured, and the car was damaged. Upon investigation, it was discovered that Leon did not have a licence to operate the crane, but Leon told BFL he had a licence. There was also a notice outside the construction site stating, "Danger. Do not get close. RDL is not liable to any form of loss if you get close to the site." It was evident that Steven knew the existence of the notice. Advise Steven. You should support your answer with relevant case law/legislation (Base on Hong Kong Legislation).

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Lea CA14-5 tica (emisin de bonos) que se encuentra al final de los materiales del captulo en la lectura. Responda las preguntas a) b) yc) enumeradas en Instrucciones. Publica tu respuesta y responde al menos a dos de tus compaeros. CA14-5. (Emisin de bonos) Donald Lennon es el presidente, fundador y propietario mayoritario de Wichita Medical Corporation, una empresa emergente de productos de tecnologa mdica. Wichita tiene una gran necesidad de capital adicional para seguir operando y llevar varios productos prometedores al desarrollo final, las pruebas y la produccin. Donald, como propietario del 51% de las acciones en circulacin, administra las operaciones de la empresa. l pone gran nfasis en la investigacin y el desarrollo y el crecimiento a largo plazo. El otro accionista principal es Nina Friendly quien, como inversionista no empleada, posee el 40% de las acciones. A Nina le gustara restar importancia a las funciones de investigacin y desarrollo y enfatizar la funcin de marketing para maximizar las ventas a corto plazo y las ganancias de los productos existentes. Ella cree que esta estrategia elevara el precio de mercado de las acciones de Wichita. Todo el capital personal y el poder de endeudamiento de Donald estn vinculados a su propiedad del 51% de las acciones. l sabe que cualquier oferta de acciones adicionales diluir su participacin mayoritaria porque no podr participar en dicha emisin. Pero Nina tiene dinero y probablemente comprara suficientes acciones para hacerse con el control de Wichita. Luego dictara la direccin futura de la compaa, incluso si eso significaba reemplazar a Donald como presidente y director ejecutivo. La empresa ya tiene una deuda considerable. Recaudar deuda adicional ser costoso, afectar negativamente la calificacin crediticia de Wichita y aumentar las prdidas reportadas de la compaa debido al crecimiento en el gasto por intereses. Nina y los otros accionistas minoritarios expresan su oposicin a la asuncin de deuda adicional, por temor a que la empresa est al borde de la bancarrota. Queriendo mantener su control y preservar la direccin de su compaa, Donald est haciendo todo lo posible para evitar una emisin de acciones y est contemplando una gran emisin de bonos, incluso si eso significa que los bonos se emiten con una tasa de inters efectiva alta. Instrucciones (a) Quines son los interesados en esta situacin? (b) Cules son los problemas ticos en este caso? (C) Qu haras si fueras Donald?.

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Lea el artculo a continuacin en 150-200 palabras, proporcione un breve resumen y una opinin. Asegrese de incluir una breve cita del artculo. Mi primer trabajo como profesor fue en una universidad de la Ivy League. Los estudiantes estaban felices de que les ensearan, y nosotros, sus maestros, estbamos felices de ensearles. Cualquiera que sea la parte de su tiempo y energa que estaba siendo consumida por los compromisos sociales, que pueden haber sido enormes, pero que yo ignoraba, parecan comprometidos con seriedad y sin problemas con la experiencia acadmica. Si fui ingenuo al respecto, tuvieron la amabilidad de no desengaarme. Ninguno de nosotros cuestion la importancia de lo que estbamos haciendo. A cierta hora sealada, la universidad decidi abrirse camino en el mundo sin m, y nos separamos. Me aseguraron que no haba resentimientos. Tuve la suerte de conseguir un puesto en un sistema universitario pblico, en un colegio con un profesorado sobrecargado de trabajo, un ejrcito de profesores a tiempo parcial y diecisis mil estudiantes. Muchos de estos estudiantes fueron los primeros en sus familias en asistir a la universidad y las distracciones que tenan no eran sociales. Muchos de ellos trabajaban y algunos tenan responsabilidades familiares complicadas. No consideraba esto como mi negocio ms de lo que consideraba la vida social de mis estudiantes de la Ivy League. Asign a mis nuevos alumnos las mismas lecturas que les haba asignado a los antiguos. Comprend que los nuevos estudiantes no estaran tan bien preparados, pero, por fe o por ego, pens que podra decirles lo que necesitaban saber y abrirles los textos. Poco despus de empezar a ensear all, alguien levant la mano y me pregunt sobre un texto que le haba asignado: Por qu tuvimos que comprar este libro?. Recib la pregunta en esa forma solo una vez, pero la escuch varias veces en la forma no monetizada de "Por qu tuvimos que leer este libro?" Pude ver que esta no solo era una pregunta perfectamente legtima; era una pregunta muy interesante. Los estudiantes me pedan que justificara el retorno de la inversin en una educacin universitaria. Nunca antes me haban pedido que pensara en esto. No era parte de mi entrenamiento. Dimos por sentado el valor del negocio en el que estbamos. Podra haber dicho: "Ests leyendo estos libros porque ests en la universidad, y estos son el tipo de libros que lee la gente en la universidad". Si sostienes cierta teora de la educacin, esa respuesta no es tan circular como parece. La teora es la siguiente: en cualquier grupo de personas, es fcil determinar quin es el ms rpido, el ms fuerte o incluso el ms guapo. Pero elegir a la persona ms inteligente es difcil, porque la inteligencia involucra muchos atributos que no se pueden capturar en una evaluacin nica, como una prueba de coeficiente intelectual. No existe un equivalente intelectual de la carrera de cien yardas. Una persona inteligente es de mente abierta, un pensador innovador, un comunicador efectivo, es prudente.

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