Discuss on Leadership Analysis In Organizations

Create a 6-7 page leadership analysis using the narrative and summary of the leadership interviews you conducted.
Introduction
This assessment gives you the opportunity to synthesize and demonstrate your understanding and experience interviewing leaders and how the leadership characteristics you analyzed relate to leadership theories, the New Business Realities, and the Thinking Habits.
The resources provided in this assessment explore the new science assumption of field theory and how it occurs in the human systems arena through culture, values, and ethics. Imagine purpose or direction working like gravity or a magnetic field to organize messy human behavior toward a unifying direction. A leader’s role is to state, clarify, discuss, model, and embody the values and purposes as a way to subtly create order and direction.
The resources in this assessment also address the idea that what you see is what you get, meaning that we create self-fulfilling prophecies, shaping reality just by deciding what to measure. It is important for leaders to understand that people support what they help create, and if the leaders want implementation, they have to promote ownership through participation. When leaders begin promoting ownership, they view job descriptions and organization charts differently. Their perspective moves toward a holistic approach to the interactions and connections between managers and employees or between departments. In the end, they serve the customer better.
Preparation
The following resources are required to complete the assessment.
CAPELLA RESOURCES
Click the links provided to view the following resources:

• New Business Realities of the 21st Century [PDF].
• Thinking Habits of Mind, Heart, and Imagination.
• Instructions
  This is the last assessment that is related to your leadership interviews. For this assessment, use the narrative and summary of your interviews to complete the following analysis:

1. Leadership theory: Summarize the leadership theory that you used to develop your interview questions. Analyze how the questions you asked and the data you collected during the interview support your chosen leadership theory. You might have used servant leadership, Kevin Cashman, Margaret Wheatley, articles from the Center for Creative Leadership, leadership stage theory, or other sources. Demonstrate your understanding of your chosen mastery (personal, purpose, change, interpersonal/being, balance, or action). Use examples from your interviews to demonstrate your mastery topic.
2. Common Learning Themes: Reread the New Business Realities and the Thinking Habits of Mind, Heart, and Imagination, linked in the Resources. Select one topic from each and discuss its relevance to your experience interviewing leaders. The following are two examples:
   • New Business Realities: Did the interview reflect the dynamics of transformational change in complex systems in the change mastery questions?
   • Thinking Habits: Did the interview encourage professional self-development through conversational reflection in the questions on personal mastery?Create a 6-7 page leadership analysis using the narrative and summary of the leadership interviews you conducted.
     Introduction
     This assessment gives you the opportunity to synthesize and demonstrate your understanding and experience interviewing leaders and how the leadership characteristics you analyzed relate to leadership theories, the New Business Realities, and the Thinking Habits.
     The resources provided in this assessment explore the new science assumption of field theory and how it occurs in the human systems arena through culture, values, and ethics. Imagine purpose or direction working like gravity or a magnetic field to organize messy human behavior toward a unifying direction. A leader’s role is to state, clarify, discuss, model, and embody the values and purposes as a way to subtly create order and direction.
     The resources in this assessment also address the idea that what you see is what you get, meaning that we create self-fulfilling prophecies, shaping reality just by deciding what to measure. It is important for leaders to understand that people support what they help create, and if the leaders want implementation, they have to promote ownership through participation. When leaders begin promoting ownership, they view job descriptions and organization charts differently. Their perspective moves toward a holistic approach to the interactions and connections between managers and employees or between departments. In the end, they serve the customer better.
     Preparation
     The following resources are required to complete the assessment.
     CAPELLA RESOURCES
     Click the links provided to view the following resources:
     • New Business Realities of the 21st Century [PDF].
     • Thinking Habits of Mind, Heart, and Imagination.
     • Instructions
       This is the last assessment that is related to your leadership interviews. For this assessment, use the narrative and summary of your interviews to complete the following analysis:
     1. Leadership theory: Summarize the leadership theory that you used to develop your interview questions. Analyze how the questions you asked and the data you collected during the interview support your chosen leadership theory. You might have used servant leadership, Kevin Cashman, Margaret Wheatley, articles from the Center for Creative Leadership, leadership stage theory, or other sources. Demonstrate your understanding of your chosen mastery (personal, purpose, change, interpersonal/being, balance, or action). Use examples from your interviews to demonstrate your mastery topic.
     2. Common Learning Themes: Reread the New Business Realities and the Thinking Habits of Mind, Heart, and Imagination, linked in the Resources. Select one topic from each and discuss its relevance to your experience interviewing leaders. The following are two examples:
        • New Business Realities: Did the interview reflect the dynamics of transformational change in complex systems in the change mastery questions?
        • Thinking Habits: Did the interview encourage professional self-development through conversational reflection in the questions on personal mastery?