Category: Leadership

Knowledge@Wharton offers analysis, interviews, and articles on topics such as finance, innovation, leadership, marketing, management, public policy, social impact, and technology.
Approach this journal assignment as though you are sharing these leadership concepts with a peer who has not read the article you will summarize. Connect the article you choose to the five leadership practices and plan your next steps to develop your own leadership skills.
For this assignment, choose an article from Knowledge@Wharton on one of the following topics:
Personal biases
Gender and culture in leadership
Social and emotional intelligence
Use your textbook to define the five leadership practices:
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Cite both the textbook and the article using APA citation style.
Submit your assignment here. Make sure you’ve included all the required elements by reviewing the guidelines and rubric.

The topic of this paper is : leadership essay defining your leadership philosophy 
total word  least 1650 words. Quotes should be limited and if necessary, cited appropriately. For this assignment, the use of first person is allowed.
No abstract is necessary. Include a clear and concise introductory and concluding paragraph.
at least two (3) additional sources other than your textbook and course articles to support your essay. Use the APA Style to cite your “in-text” references and to list your references on a reference page.
A. What leadership model, style, or theory best describes you as a leader? Why? Give examples using the terms and concepts in your textbook. ( the leadership model that needs to be used is 
Situational Leadership Model
In the 1970s, Hersey and Blanchard developed the Situational Leadership Model, which was initially labeled, The Life Cycle Theory of Leadership. The situational leadership model is based on the concept of contingency thinking. When leaders take a contingency approach to leadership, they do not assume that there is one optimal method to manage all people and organizations. Instead, they recognize that people have varied personalities and ways of doing their work, and organizations have different cultures. 
Your essay will address these questions:
A. What leadership model, style, or theory best describes you as a leader? Why? Give examples using the terms and concepts in your textbook.
1) Skills Approach
2) Situational Approach
3) Behavioral Approach
4) Trait Approach
5) Path-Goal Approach
B. What are your most distinguishing leadership traits? What traits do you strive to learn to develop?
C. As a follower, what leadership approach do you prefer from your leader?
D. What leadership model or theory best describes how you influence others? Give examples.
E. Based on your self-assessments, your current leadership and motivational skills, and the knowledge you have gained from the course materials, what goals will you set and what plan of action will you implement to improve your (1) leadership and (2) motivation? Include the type of leadership theory or model you intend to implement to achieve your goals.
F. Explain the steps you need to take to complete each of these self-improvement goals?
Paper Format:
A. Title Page – Include a title page with your name, student number, title of your paper, course number, course name, and date.
B. Introductory Paragraph – Include an introductory paragraph that ends.
C. Font and Spacing – Use Times New Roman 12 font with double spaced lines.
D. Length – Write a 5 to 7 page essay not including the title page and citation page.
E. Reference Page – Include all sources including your textbook on a Reference page
1. Utilize the APA Style for documenting sources. Remember to include at least 2 sources other than your textbooks. Finally, remember Wikipedia is NOT a scholarly source. Quotes must be properly cited. Limit quotes to less than 10% of your paper if you must have any.
2. Punctuation, essay format (thesis, supporting paragraphs with transition and topic sentences, and summary) grammar and documentation count toward your grade.

Instruction:
Throughout this course, students learn about various self-leadership elements. To promote a fuller understanding of self-leadership and its key dimensions, for this assignment, the student will develop a customized, integrative self-leadership framework by synthesizing an array of relevant disciplines, theories, and strategies. This comprehensive self-leadership model is intended to serve the student in their personal and professional lives; its design should capture the student’s unique characteristics and challenges, and be informed by: (1) an understanding of “Self” through the application of self-awareness, in part drawing from ongoing Self-Reflection Journal assignment, (2) desired experiences and goals, and (3) elements and strategies that enable the student to guide their behaviors, thoughts, and emotions toward achieving their personal and professional goals. The student can utilize the sample self-leadership models presented in this class as a baseline to inform their personalized framework, but additional research is required to explore helpful concepts from psychology, neuroscience, and/or organizational behavior (i.e., potential building blocks of the framework) beyond the course materials.  
Technical requirement:
The student should provide a visual representation of their self-leadership framework, describe and justify its individual building blocks with references to course concepts and research findings, and explain how each of the key dimensions influences and complements the others in forming a comprehensive framework (a systematic approach to self-leadership in its totality). The analysis should capture the impact of each component of the self-leadership model on the student’s behaviors and thoughts, and ultimately on their personal and team effectiveness. This includes explaining how the framework can help the student to constantly develop their inner game (mindset) and the outer game (action, influence, and impact) with emphasis on leading and guiding others. As part of the depiction of the model, the student should describe at least two of the building blocks through the lens of classical philosophies and schools of thought of their choice and interest (e.g., explaining self-control through Zen Buddhism).  
In addition, the student should demonstrate the potential applications of their self-leadership framework. This can be accomplished by selecting a work or organizational challenge from the student’s past experiences, describing and diagnosing the situation using concepts, outlining the factors that contributed to the situation, and discussing how the self-leadership components could have helped the student and/or others deal with the situation more effectively. Furthermore, the student should provide a brief description of their plan to consistently assess and evolve their self-leadership model to ensure its effectiveness and fitness.  
This paper will be 15-20 pages (excluding cover page and reference page); APA writing conventions should be followed with a minimum of ten (10) sources referenced and cited.
Synthesize an array of self-cultivation strategies into a comprehensive self-leadership framework: 30%
Application of Framework: 30%
Self-Awareness: 20%
Technical Requirements: 10%
Citations: 10%
Total: 100
Please used this as format for Framework for the essay
Title: Enhancing Emotional Control through Self-Leadership: A Personalized Approach
Introduction
Brief overview of the importance of emotional control in personal and professional contexts.
Introduction to the concept of self-leadership and its relevance to managing emotions effectively.
Understanding Emotional Control
Definition of emotional control and its significance.
Discussion on the impact of emotions on personal and professional outcomes.
Identification of common challenges in controlling emotions.
Self-Leadership: Foundations and Principles
Explanation of self-leadership and its key principles.
Exploration of self-awareness, self-regulation, motivation, and goal-setting as foundational elements of self-leadership.
Discussion on the role of self-leadership in enhancing emotional intelligence.
Assessing Personal Emotional Patterns
Self-reflection exercises to identify personal emotional triggers and patterns.
Utilization of self-assessment tools such as journaling, mindfulness practices, and personality assessments to gain insights into emotional tendencies.
Strategies for Enhancing Emotional Control
Development of a personalized toolkit for improving emotional control.
Exploration of various self-leadership techniques such as cognitive restructuring, stress management, and relaxation techniques.
Integration of mindfulness practices and emotional regulation strategies into daily routines.
Application of Self-Leadership in Professional Settings
Examination of the importance of emotional control in the workplace.
Case studies or examples illustrating the impact of emotional intelligence on professional success.
Strategies for applying self-leadership principles to manage emotions in challenging professional situations.
Implementing Self-Leadership in Personal Life
Exploration of the significance of emotional control in personal relationships and well-being.
Development of strategies for applying self-leadership skills in personal life, including communication, conflict resolution, and self-care practices.
Evaluating Progress and Continuous Improvement
Establishing metrics for tracking progress in enhancing emotional control.
Reflection on personal growth and areas for further development.
Identification of ongoing strategies for maintaining and improving emotional control over time.
Conclusion
Summary of key findings and insights gained from the exploration of self-leadership and emotional control.
Reinforcement of the importance of ongoing self-awareness and intentional practice in managing emotions effectively.
Closing thoughts on the significance of self-leadership in achieving personal and professional fulfillment.
References
List of sources cited throughout the assignment, including academic literature, self-help books, and relevant articles.
This framework provides a structured approach to your assignment, allowing you to delve deeply into the concepts of self-leadership and emotional control while incorporating personalized reflections and practical strategies for application in both personal and professional contexts.
APA Format Style

Assignment: A Community Decision 
In order to make a thorough analysis of all aspects affecting a decision, SWOT Analysis helps in structuring your analysis and assists in forecasting the risks while allowing you to think about how to mitigate them.
Scenario:
You are assigned to work on a seven-person community team concerning a proposed housing project. Two of the committee members have a vested interest in occupying a unit in the new complex. One of these committee members wants to lead the committee. 
For phase 1 of the project, your committee must choose a suitable location for the multiple dwellings. Currently, the new multiple dwelling housing complex is proposed to be located in a low-lying area of town that is only near a high school. Shops are located 5 miles away and there is no public transportation. There was some flooding during a past hurricane which was ten years ago. There is a parcel of land that would be good for this development but the local church has already put a down payment on it and is in the process of drawing up plans. The only other land development option in the town is too costly to put multiple dwellings on. In addition, the dwelling must not exceed a sale price of $100,000 dollars per unit.
Checklist:
Do a SWOT analysis to determine the risks and threats to selecting a viable location for the housing complex, and possible opportunities for mitigating the risks.
Using the decision-making steps, explain how you addressed each decision-making step, including any team issues below the SWOT table.
Provide a possible resolution to the team scenario so that your team can be successful in choosing a location in an ethical manner based on your SWOT analysis.
Decision-Making Steps: 
Determine what the actual problem is.
Analyze the internal and external implications and ethical considerations.
Determine alternative solutions based on your analysis.
Select the best alternative and put it into action.
Assess the efficacy of the decision and the impact made.
Risk Management Steps: Identifying, assessing (degree), prioritizing risks, and mitigating the risks.
Your submission must include a minimum of two references. The first is the course textbook, and the second is an article from the database ABI/INFORM Collection in the PG Library. Any additional articles must also derive from the database ABI/INFORM Collection. Cite using in-text citations where appropriate. Your sources and content should follow the current APA format and citation style

eadership Skills Application: Cases For Analysis
Week 1 Case Assignment
Chapter 3: Office Bliss Corp.  p. 115 – 116
Write a short summary of the case (not to exceed more than one page).
Answer Questions 1, 2, and 3 on page 116.
Use APA 7th edition references and in-text citations
Answer each portion separately and title it with summary, 1, 2, and 3.
Please read the case about three times before attempting to answer any question and you will find you get a better understanding of what is being asked of you.
Please be sure to back up your answers with facts from the textbook, and put together complete and well-thought-out responses. I am looking for original input so, please integrate your thoughts and experiences in each case assignment.
Also make sure that you support and reinforce your answers and replies with factual information from the textbook, research, work/life experiences, etc.
Also, answer the questions completely. Quality counts, so be brief, but thorough and to the point.
Good luck.  
This assignment must be submitted by Sunday 11:59 PM.
To Submit- Click on the Week 1 Assignment title above.
Case Assignment Grading Criteria:
Thoroughly answered all of the questions: 50 points possible
References and citations to course or other source material: 20 points possible
Spelling/Grammar at the college level: 10 points possible
Quality and Content of APA formatting: 20 points possible
Total: 100 points
BOOK: Daft, R. L. (2022). Leadership Experience (8th ed). Mason, OH: Cengage. ISBN: 9780357716304

1.  Describe the difference between leadership and management?
2. What is the difference between a leader vs manager?
3. Can a leader be a manager, can a manager be a leader, and can a leader be a leader without managing others?
4. What were your results, task, people, or balanced-oriented leadership characteristics?
5. Explain the difference between transactional and transformational leadership styles’ primary characteristics? – provide examples
6. Explain the difference between situational and servant leadership styles’ primary characteristics? – provide examples
Requirements for responding to activity posts:
Integrate learnings with experience, and share examples
Include a minimum of one in-text citation per question and references in APA format
Stay on topic and address the course objectives
Demonstrate proper spelling, sentence structure, grammar, and complete paragraphs
PLEASE NOTE: PLEASE USE THE ARTICLES PROVIDED HERE – DO NOT USE EXTERNAL RESOURCES
Moodle Resources 
https://www.youtube.com/watch?v=syTVEyUQ-ds 
Situational leadership Articles
Aldoory, L., & Toth, E. (2004). Leadership and gender in public relations: Perceived effectiveness of transformational and transactional leadership styles. Journal of Public Relations Research, 16(2), 157-183. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=13126312&site=ehost-live&scope=site  
Anonson, J. M. S., Ferguson, L., Macdonald, M. B., Murray, B. L., Fowler-Kerry, S., & Bally, J. M. G. (2009). The anatomy of interprofessional leadership: An investigation of leadership behaviors in team-based health care. Journal of Leadership Studies, 3(3), 17-25. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=47242071&site=ehost-live&scope=site  
Blanchard, K. (2008). Situational leadership. Leadership Excellence, 25(5), 19-19. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=31950744&site=ehost-live&scope=site
Blanchard, K. H., & Hersey, P. (1996). Great ideas revisited. Training & Development, 50(1), 42. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9602066392&site=ehost-live&scope=site  
Blank, W., Weitzel, J. R., & Green, S. G. (1990). A test of the situational leadership theory. Personnel Psychology, 43(3), 579-597. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9609035677&site=ehost-live&scope=site  
Can a low relationship-low task management style work? (2010). Payroll Manager’s Report, 10(7), 11-12. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=52465620&site=ehost-live&scope=site  
Clark, K. E., & Clark, M. B. (1999). Chapter 2: Definitions and dimensions of leadership. In (pp. 23-43) Center for Creative Leadership. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=22440804&site=ehost-live&scope=site  
Cubero, C. G. (2007). Situational leadership and persons with disabilities. Work, 29(4), 351-356. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=27621294&site=ehost-live&scope=site
Dreilinger, C., LeClere, W. E., Robinson, T. B., Springer, J., Riddle, P. W., Steele, E., . . . Armstrong, A. (1982). Issues. Training & Development Journal, 36(6), 6. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9126745&site=ehost-live&scope=site  
Fernandez, C. F., & Vecchio, R. P. (1997). Situational leadership theory revisited: A test of an.. Leadership Quarterly, 8(1), 67. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9703120445&site=ehost-live&scope=site   
Fisher, E. A. (2009). Motivation and leadership in social work management: A review of theories and related studies. Administration in Social Work, 33(4), 347-367. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44339216&site=ehost-live&scope=site
Graeff, C. L. (1983). The situational leadership theory: A critical view. Academy of Management Review, 8(2), 285-291. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=4284738&site=ehost-live&scope=site  
Graeff, C. L. (1997). Evolution of situational leadership theory: A critical review. Leadership Quarterly, 8(2), 153. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9708271259&site=ehost-live&scope=site  
Gumpert, R. A., & Hambleton, R. K. (1979). Situational leadership. Management Review, 68(12), 8. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=6023800&site=ehost-live&scope=site  
Hersey, P. (2009). Situational leaders. Leadership Excellence, 26(2), 12-12. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=36964103&site=ehost-live&scope=site  
Ingraham, P. W., & Rosenbloom, D. H. (1989). The new public personnel and the new public service. Public Administration Review, 49(2) Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=4589891&site=ehost-live&scope=site  
Jermier, J. M., & Berkes, L. J. (1979). Leader behavior in a police command bureaucracy: A closer look at the quasi-military model. Administrative Science Quarterly, 24(1), 1-23. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=4010151&site=ehost-live&scope=site  
Johansen, B. P. (1990). Situational leadership: A review of the research. Human Resource Development Quarterly, 1(1), 73-85. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=16863531&site=ehost-live&scope=site  
Pedler, M. (2004). Leadership skills. Personnel Today, , 34-34. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=12511214&site=ehost-live&scope=site  
Revanna, H. (2006). Sammy’s situational leadership theory. Siliconindia, 10(5), 44-45. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=21515974&site=ehost-live&scope=site  
Rosen, N. A., Georgiades, N. J., & McDonald, G. (1980). An empirical test of a leadership contingency model for teaching behavioural science concepts to managers. Journal of Occupational Psychology, 53(1), 1-10. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=4619259&site=ehost-live&scope=site  
Soucie, D. (1994). Effective managerial leadership in sport organizations. Journal of Sport Management, 8(1), 1-13. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=16602147&site=ehost-live&scope=site  
Transformational leadership and organizational citizenship behaviors: Looking at the role of both leaders’ and followers’ core self-evaluation. (2011). Academy of Management Annual Meeting Proceedings, , 1-6. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bsh&AN=65869620&site=ehost-live&scope=site  
Trone, D. B. (2012). Stepping up. Financial Planning, 42(1), 104-104. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=70703307&site=ehost-live&scope=site  
Yagil, D. (2002). Substitution of a leader’s power bases by contextual variables. International Journal of Organization Theory & Behavior (Marcel Dekker), 5(3), 383. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=7699338&site=ehost-live&scope=site
Leadership Articles – Transactional Leadership and Transformational Leadership Articles:
Chen, J-C., & Silverthorne, C. (2005). Leadership effectiveness, leadership style and employee readiness. Leadership & Organization Development Journal, 26(4), 280 – 288. doi: http://dx.doi.org/10.1108/01437730510600652
Ismail, A., Mohamad, M., Mohamed, H., Rafiuddin, N., & Zhen, K. (2010). Transformational and Transactional Leadership Styles as a Predictor of Individual Outcomes. Theoretical & Applied Economics, 17(6), 89-104. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=51973709&site=ehost-live&scope=site
Poulson, R. L., Smith, J. T., Hood, D. S., Arthur, C. G., & Bazemore, K. F. (2011). The impact of gender on preferences for transactional versus transformational professorial leadership styles: An empirical analysis. Review of Higher Education & Self-Learning, 3(11), 58-70. Retrieved from http://libezproxy.nait.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ehh&AN=66136262&site=ehost-live&scope=site
Zagoršek,H., Dimovski,V., & Škerlavaj, M. Transactional and transformational leadership impacts on organizational learning. Journal for East European Management Studies, 14(2), 144-165. Retrieved May 17, 2012, from http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/frei/JEEMS_2_2009_144
Servent Leadership Articles: 
https://www.youtube.com/watch?v=aKk0AaaFqtU 
Abshire, D. (2007). Trustworthy leaders. Leadership Excellence, 24(4), 20-20. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=24832892&site=ehost-live&scope=site  
Arkin, A. (2009). Back-seat drivers. People Management, 15(10), 26-28. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=52894820&site=ehost-live&scope=site  
Barrow, L. M. S., & Mirabella, J. (2009). An empirical study of other-oriented and rational self-interest leadership approaches. Journal of Leadership Studies, 3(2), 44-54. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44097985&site=ehost-live&scope=site
Burrell, D. N., & Grizzell, B. C. (2010). Do you have the skills of a servant-leader? Nonprofit World, 28(6), 16-17. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=56503253&site=ehost-live&scope=site  
Covey, S. R. (2006). Servant leadership. Leadership Excellence, 23(12), 5-6. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=23587489&site=ehost-live&scope=site  
Davies, T. (2006). Servant leaders. Personal Excellence, 11(6), 14-14. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=21311217&site=ehost-live&scope=site  
Dixon, D. L. (2007). Service leaders. Personal Excellence, 12(1), 14-14. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=23723309&site=ehost-live&scope=site  
Douglas, M. E. (2005). “Service to others”. Supervision, 66(3), 6-9. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=16216255&site=ehost-live&scope=site  
Fisher Jr., J. R. (2004). Servant leadership. Executive Excellence, 21(5), 15-16. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=13099905&site=ehost-live&scope=site  
Gabriele, E. F. (2011). Ethics leadership in research, healthcare and organizational systems: Commentary and critical reflections. Journal of Research Administration, 42(1), 88-102. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=65207491&site=ehost-live&scope=site  
Giampetro-Meyer, A., Brown, T., Browne, M. N., & Kubasek, N. (1998). Do we really want more leaders in business? Journal of Business Ethics, 17(15), 1727-1736. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=12128537&site=ehost-live&scope=site  
Giessner, S., & Quaquebeke, N. (2010). Using a relational models perspective to understand normatively appropriate conduct in ethical leadership. Journal of Business Ethics, 95, 43-55. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=60822213&site=ehost-live&scope=site
Goudreau, J. (2011). Power women tell all about power. Forbes.Com, , 36-36. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=65555199&site=ehost-live&scope=site  
Graham, J. W. (1995). Leadership, moral development, and citizenship behavior. Business Ethics Quarterly, 5(1), 43-54. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=5953983&site=ehost-live&scope=site  
Hannay, M. (2009). The cross-cultural leader: The application of servant leadership theory in the international context. Journal of International Business & Cultural Studies, 1, 1-12. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=47114733&site=ehost-live&scope=site  
Holt, S., & Marques, J. (2012). Empathy in leadership: Appropriate or misplaced? An empirical study on a topic that is asking for attention. 105(1), 95-105. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=67509348&site=ehost-live&scope=site  
Jaramillo, F., Grisaffe, D. B., Chonko, L. B., & Roberts, J. A. (2009). Examining the impact of servant leadership on salesperson’s turnover intention. Journal of Personal Selling & Sales Management, 29(4), 351-365. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44466224&site=ehost-live&scope=site  
Johnson, R. (2006). Effective leaders don’t have to have all the answers. Supply House Times, 49(8), 70-70. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=24040674&site=ehost-live&scope=site  
Leduc, L. (2003). More light on the paradox. CA Magazine, 136(7), 31-33. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=10739847&site=ehost-live&scope=site  
McCuddy, M. K., & Cavin, M. C. (2009). The demographic context of servant leadership. Journal of the Academy of Business & Economics, 9(2), 129-139. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=45462857&site=ehost-live&scope=site  
Melchar, D. E., & Bosco, S. M. (2010). Achieving high organization performance through servant leadership. Journal of Business Inquiry: Research, Education & Application, 9(1), 74-88. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=65173893&site=ehost-live&scope=site  
Melchar, D. E., Bosco, S. M., & Cantrell, C. (2008). Leadership for the next generation. Proceedings for the Northeast Region Decision Sciences Institute (NEDSI), , 498-503. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=32007983&site=ehost-live&scope=site  
O’Hara, K. J. (2010). PEOPLE POWER. (cover story). Smart Business Northern California, 3(12), 10-13. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=55381367&site=ehost-live&scope=site  
Ramsey, R. D. (2003). What is a “servant leader?”. Supervision, 64(11), 3-5. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=11189979&site=ehost-live&scope=site  
Ruiz, P., Ruiz, C., & Martínez, R. (2011). Improving the ‘Leader-Follower’ Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response. Journal of Business Ethics, 99(4), 587-608. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=60175543&site=ehost-live&scope=site
Schein, E. H. (2011). Humble inquiry. Leadership Excellence, 28(4), 4-4. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=63224675&site=ehost-live&scope=site 
Smith, C. (2005). Servant leadership: The leadership theory of Robert K. Greenleaf. Retrieved May 17, 2012, from http://www.carolsmith.us/downloads/640greenleaf.pdf
Spears, L. (2004). Principles of ‘servant leadership’ enjoying a resurgence. Point for Credit Union Research & Advice, , N.PAG. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=14077536&site=ehost-live&scope=site  
Spears, L. (2010). Servant-leaders. Personal Excellence, 15(2), 14-14. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=48578068&site=ehost-live&scope=site  
Spears, L. C. (2004). Practicing servant-leadership. Leader to Leader, 2004(34), 7-11. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=17070251&site=ehost-live&scope=site  
Spears, L. C. (2009). Servant leadership. Leadership Excellence, 26(5), 20-20. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=39555736&site=ehost-live&scope=site  
Stupak, R. J., & Stupak, K. N. (2005). Finding organizational reality in paradise: A team of two. Public Administration Quarterly, 29(3), 483-493. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=20885154&site=ehost-live&scope=site  
Swanson, S. A. (2010). Giving up control doesn’t mean losing control. PM Network, 24(10), 58-62. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=55730239&site=ehost-live&scope=site  
Vidaver-Cohen, D., Reed, L. L., & Colwell, S. R. (2010). Executive servant leadership: A new scale to test if leaders dare to care. Academy of Management Annual Meeting Proceedings, 1-6. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=54491699&site=ehost-live&scope=site
Vinod, S., & Sudhakar, B. (2011). Servant leadership: A unique art of leadership! Interdisciplinary Journal of Contemporary Research in Business, 2(11), 456-467. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=61067905&site=ehost-live&scope=site  
Waite, J. (2011). Research administrators as servant leaders. Journal of Research Administration, 42(2), 64-77. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=70878207&site=ehost-live&scope=site  
Walumbwa, F.O., Peterson, S.J., Avolio, B. J., & Hartnell, C. A. (2010). An investigation of the relationships among leader and follower psychological capital, service climate, and job performance. Personnel Psychology, 63(4), 937-963. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=54953276&site=ehost-live&scope=site
Warda, R. P. (2009). KNOW thyself. Quality Progress, 42(4), 30-36. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=37827791&site=ehost-live&scope=site  
Wheatley, M. (2004). Servant leaders. Executive Excellence, 21(7), 15-16. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=13778826&site=ehost-live&scope=site  
Winters, M. (2007). CEOs who get it. Leadership Excellence, 24(4), 7-7. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=24832877&site=ehost-live&scope=site  
Zandy, A. (2007). If you want to lead… learn to serve. Debt Cubed, 22(4), 24-25. Retrieved from http://libdbauth.nait.ab.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=26626491&site=ehost-live&scope=site  
Situational Leadership Article:
https://www.youtube.com/watch?v=pykuvuA-QFU 

In a candid personal essay of approximately three to six double-spaced pages in length, please: 
Discuss your leadership experiences and your strengths in the role of educational leader.
Describe why you are interested in the doctoral program.
Tell us what knowledge and skills you hope to develop in the program.
1. For the first bullet point I have worked as an Lecensed Special Education Teacher and have worked alongside adminstrators (principals, assistant aprincipals) to maker modifications to the curriculum so that it can be tailor-made to service children diagnosed with autism. I was able to do this because i decided to acquire additional licenses as a Board Certified Behavior Analyst (BCBA) and a Licensed Behavior Analyst (LBA) to help better understand strategies that can help me incorporate and present to my coworkers as a way to advance the quality of education. I saw that a lot of the strategies used at the public school sector were ineffective. AS a result the principal decided to make me a curriculum to help implment evidence-based programs. I Opned up my own private company that foucses on the implementation of ABA , which i have coupled with the strategies I have learned in the oublic school system.
2) Bullet point 2 & 3 you can speak to the effect of it enhancing my understanding to create changers at the instutional levels particularly for children diagnosed with autism at the higher ages/level past the age of 21 which often are regulated to domisnshed services. I am interest in brodging the gap between the childrens transition from high school to adult hood and ensuring they are placed into an adequate program that will ensure they have a productive futre. Any ideas that you think would sound good to the admissions commitee
** No sources, the paper is cleraly my introduction

Personal Leadership Story
One of the goals of this course is for you to critically reflect on your own leadership experiences and philosophy. You will write a reflection paper (3 pages double-spaced, 12-point Times New Roman font) describing your personal beliefs about leadership, the experiences you have had engaging in leadership, and the identities you hold and the communities you are a part of that have influenced your leadership philosophy.
Use the following questions/prompts to guide your writing:
Reflect on your own leadership experiences and philosophy.
What is your informal theory of leadership? What impacted and influenced this informal theory?
What are your experiences engaging in leadership?
What identities do you hold (both personal and social) that have influenced your leadership philosophy?
If you are going to give an example out of your life and your leadership experience, try using the STAR technique:
“The STAR method is an interview technique that gives you a straightforward format you can use to tell a story by laying out the situation, task, action, and result.
Situation: Set the scene and give the necessary details of your example.
Task: Describe what your responsibility was in that situation.
Action: Explain exactly what steps you took to address it.
Result: Share what outcomes your actions achieved.” (c) https://www.themuse.com/advice/star-interview-methodLinks to an external site. 

Follow the instructions and write about the library using my notes and my answer to question 1. It’s only question 2 that I’ve attached what to do since I knew what to answer question 1.

Please see the attached documents for an overview and the directions for the paper. This must only be 1 page but no more than 500 words. (Attachment- Part 1 Chart is just for additional viewing if needed)
The course textbook is also needed: Reinventing Organizations by Frederic Laloux (2014)