BUS FPX 4012 Assessment 4 Leadership Analysis in Organizations

BUS FPX 4012 Assessment 4 Leadership Analysis in Organizations

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Capella University

BUS-FPX4012 Leadership in Organizations

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Date

Leadership Theory

Leadership is often described as “authentic influence that creates value” (Cashman, 2008, p. 24). While this definition is concise, it may oversimplify the complex interplay of its core components. Cashman (2008) breaks down these components into three essential aspects: authenticity, influence, and value creation. Authenticity refers to self-awareness that embraces both strengths and vulnerabilities, fostering genuine growth. Influence is the capacity to engage meaningfully with others, emphasizing the importance of shared values. Value creation reflects the dedication to serve diverse constituencies, such as oneself, one’s team, and the broader community, to drive sustained contribution and performance.

The interviews conducted as part of this exploration addressed aspects of authenticity and influence. The value creation component, while significant, was often implied by the positions held by the participants. The assumption of meritocracy in leadership appointments, however, remains debatable. The interviews consisted of four structured questions designed to explore the leaders’ skills, openness to change, and their perspectives on short- and long-term changes. Responses highlighted a deep commitment to authenticity and influence. For instance, the VP emphasized collaboration and self-perception as a “chief servant,” while the CGO illustrated influence through composure and preparedness.

BUS FPX 4012 Assessment 4 Leadership Analysis in Organizations

The metaphor used by the CGO, likening organizational growth to an oak tree, provides a nuanced view of change mastery. While an oak’s resilience allows it to withstand challenges, it also bears the risk of significant damage. Conversely, a seagull metaphorically exemplifies agility and adaptability. These analogies underscore the importance of understanding an organization’s inherent strengths and limitations in navigating change.

Common Learning Themes

Driving Force #4 – Transformative Change

In industries like defense and intelligence, change often progresses at a slower pace due to regulatory constraints. Despite this, the VP and CGO emphasized the necessity of embracing personal and organizational change, reflecting modern leadership’s emphasis on adaptability. Unlike traditional industries, where change may seem chaotic, these leaders approach change with deliberate strategies tailored to their industry’s unique requirements.

Thinking Habits of Mind, Heart, and Imagination #10 – Continuous Learning

Continuous learning embodies the essence of transformative change at a personal level. The VP’s insights on lowering barriers to entry and redefining success highlighted the opportunities created for growth and learning. This philosophy of constant improvement aligns with the modern leadership paradigm, wherein change is a daily occurrence, even in relatively stable environments.

Self-Reflection and Summary

The interview process provided valuable insights into leadership and change mastery. While the structured format allowed for thoughtful responses, a more flexible approach could have deepened the understanding of specific themes. A longer interview duration would have allowed for further exploration of leadership philosophies and industry-specific challenges. The experience reaffirmed that effective leadership is highly contextual, influenced by industry dynamics, geographic location, and organizational culture.

One of the key takeaways is that leadership, at its core, is deeply tied to self-awareness and growth. Regardless of external circumstances, focusing on internal development remains universally beneficial. The ability to engage in meaningful conversations with leaders not only bridges hierarchical gaps but also fosters a culture of continuous learning. Interviews and dialogues serve as powerful tools for gaining insights, driving change, and fostering leadership development.

Table: Leadership Insights

References

Cashman, K. (2008). Leadership From the Inside Out: Becoming a Leader for Life (2nd ed.). Berrett-Koehler Publishers.

BUS FPX 4012 Assessment 4 Leadership Analysis in Organizations