Rasmussen College The Challenge Faced by Mandela Presentation

Question Description

For this assignment, you will create a brief presentation about a challenge your chosen leader faced during a change implementation and how that person overcame that challenge.

Examine at least one change challenge your chosen “invisible mentor” leader faced at some point. How did they overcome that challenge? What are the key takeaways you gain from their experience? If they could say to you, “I made X mistake, and here’s how I overcame it,” what would X be, and how did they overcome it?

Continuing with your chosen leader, identify one change challenge he/she has faced during his/her career, as a leader for an organization. Determine the steps they took to overcome that challenge to be successful. For the assignment, submit the following in a 3-5 minute presentation, visual. Be sure to include:

  • Description of the challenge.
  • Explanation of the barriers and resistances they faced.
  • The process/model he/she took to overcome the challenge.
  • The final outcome of the change.

look at previous attatchements.

Unformatted Attachment Preview

LEADERSHIP LEADERSHIP ANALYSIS Introduction •Leadership – process of guiding people to meet shared goals/vision •Many styles exist •Compare and contrast my leadership (Laissez-faire) versus invisible mentor (transformational) for development purposes LEADERSHIP ANALYSIS Laissez-Faire Leadership •I allow people own space to work •Includes setting own goals, meeting deadlines, and making own decisions (Harness, 2018) •Requires highly self-motivated team LEADERSHIP ANALYSIS Transformational Leadership – Nelson Mandela •Inspired people to change and be what they aspire to see in society •Help grow and create shared-goal by motivating and encouraging •Leader sets example LEADERSHIP ANALYSIS Similarities •Both allow followers to have some varying degree of freedom in choice •Allows for feedback (entertains new ideas) •Leaders keep ego in-check •Decision-making is decentralized LEADERSHIP ANALYSIS Differences •Transformational is more productive – people are aware of shared-goals and have example in leader •Transformational leader is more intouch with team – focuses on team supporting each other LEADERSHIP ANALYSIS Adapting •Have to work on my communication skills – be able to articulate my vision better with the team members •Engage team members to build trust, loyalty, and respect – creates determination to achieve shared goal (White, 2018) LEADERSHIP ANALYSIS References •Harness, J. (2018). Characteristics of Laissez-Faire Management. Retrieved from https://bizfluent.com/info8399492-characteristics-laissezfaire-management.html •White, K. S. (2018). what is transformational leadership? A model for motivating innovation. CIO. Retrieved from https://www.cio.com/article/3257184/what-is-transformationalleadership-a-model-for-motivating-innovation.html Running head: ASSESS LEADERSHIP STYLE OF SELF AND LEADER Assess Leadership Style of Self and Leader Self-identification of leadership style Jackie Gifford Rasmussen College 1 ASSESS LEADERSHIP STYLE OF SELF AND LEADER 2 The Leadership Legacy Assessment Test results This test measures the leadership legacy using six metrics. These include the ability to be an ambassador, an advocate, a people mover, a truth-seeker, a creative builder, and an experienced guide. The maximum score for every metric is 25, and my results from the test are as follows: Leadership Legacy Assessment Test Results 25 25 23 23 23 22 Ambassador Advocate People Mover Truth-Seeker Creative builder Experienced guide Being an ambassador means I can handle different circumstances with grace. It also means I am the person who finds the connection between current performance and desired performance. I agree with this test result. I like seeing people succeed, and I ever hesitate to suggest ways that I believe can help them to get where they need to be. I also love speaking for people who cannot speak for themselves, and I expected to score 25 on advocacy. I enjoy taking the lead to defend people or ideas. My overall understanding of this metric is that a leader is someone who advocates both for people and ideas. For example, advocacy may involve convincing people of an idea or even defending the voiceless against oppression. My test results also say I am a people mover because I have scored 23. A people-mover, according to the test, is a person who can quickly spot potential in individuals and help them to build their careers through motivation and providing parental, nurturing guidance. Also, a ASSESS LEADERSHIP STYLE OF SELF AND LEADER 3 people-mover is a person who has many contacts because he/she is interested in helping many people. People movers seek to introduce people to new ideas and possibilities. A people mover, as Ryan and Carucci (2009) explain, is a person who “initiates, demands, and contemplates” (p. 87). People movers are also concerned about the personal welfare of their colleagues or followers. I agree with this test result because I think it represents many of my attributes. I am always very quick to notice talent in people, and when I do, I always want to help. Many people have told me that I am their mentor. I am pretty much a level-headed person. I believe in finding the truth. I believe in the process, and I avoid shortcuts. Fairness and justice are some of the qualities I espouse. For example, I enjoy creating a level playing field where everyone has an equal chance of succeeding. I have always disliked cheating in examinations because it makes the playing field unleveled. Social problems such as disparities in education trouble me because they disadvantage some groups of people, thereby making the playing field unleveled. I was surprised that I scored the lowest in the creative builder metric. I am a very creative person, and many people who know me always recognize this about me. I like doing things differently, and it always thrills me to have an opportunity to do something no one else has tried. With a score of 22, I think the test just reduced one of my greatest strengths. I may not be excited when a process starts, but I am always positive because I know I will get it right. I agree, however, with my test result as an experienced guide. Many of my friends believe I have everything figured out in my life. They always come to me for counsel and advice on many things. While I do not always have a solution, I always listen to them and help them think through the problem. In many cases, they have the answer, but they are too overwhelmed to ASSESS LEADERSHIP STYLE OF SELF AND LEADER 4 realize. My role, therefore, is often to listen and help them know that they already have a solution in their midst. The leadership style of my invisible mentor My invisible mentor is a transformational leader. The tool that transformational leaders use is the emotional appeal. They use inspiration and motivation to gain the commitment of their followers. Their main job is to identify the need for change, create the vision, and draw upon the commitment of members of the organization to drive it. Another aspect of transformational leaders to encourage autonomy and self-management among the followers (Towler, 2019). My test results for this leadership test support many elements of a transformational leader. For example, my high score on the people mover metric indicates that I am a potential identifier, and this is consistent with transformational leadership’s autonomy characteristic. Self-management and autonomy only work if the leader believes the employee or follower can pull it off. As such, it involves identifying the potential of self-management in people and giving them space to experiment with their abilities. Transformational leaders also value creativity (Teymournejad & Elghaei, 2016). They create an environment where employees are encouraged to think critically and come up with new ideas. They also listen to employees and take their suggestions seriously. I am an overly creative person, and my test results show this with an astonishing score of 22 out of 25 on the creative builder metric. I am entrepreneurial, and I like taking risks. Similarly, transformational leaders are risk-takers. They allow employees to make mistakes so that they can learn from them. According to Shafique and Kalyar (2018), transformational leaders create a “secure environment to take risks” (p. 5). I believe that creativity cannot take place in a conservative environment. Transformational leaders not only create an environment that supports risk-taking, but they also ASSESS LEADERSHIP STYLE OF SELF AND LEADER 5 encourage followers to take risks. For example, they encourage followers to experiment with their ideas and strengths. They allow and encourage them to test new approaches. An assessment of how I compare or differ with my invisible mentor I think I compare with my invisible mentor in many respects. For example, I like entertaining new ideas. I always try to solve problems in a new way rather than using the methods used by everybody. My test on creativity shows that I am a generally creative person. One of the main features of transformational leaders is their ability to not only entertain new ideas but also to take calculated risks to implement them. I think I fit well into the role of a transformational leader because I have a lot of respect for teamwork and collectivism. According to my test results, I am a people mover meaning that I like working with many people. I have many people in my contacts list because I love consulting and participating in collective action. I also compare with my invisible mentor because I am an ambassador and advocate of change. I like taking the lead and always try to create a vision for others to follow. Transformational leaders are proactive. They take the lead as opposed to waiting on others to act, yet this is what I do every day. As an ambassador and advocate of change, taking the initiative to act is one of my most important qualities. Conclusion In summary, the Leadership Legacy Assessment Test measures leadership qualities across six metrics, including ambassador, advocate, people mover, truth-seeker, creative builder, and experienced guide. I score high across all these metrics. Based on these results, I think my invisible mentor would be a transformational leader. Transformational leaders are risk-takers, potential identifiers, and sources of inspiration and encouragement. I believe I am a perfect reflection of my invisible mentor because I have many attributes of transformational leadership. ASSESS LEADERSHIP STYLE OF SELF AND LEADER 6 References Ryan, T. R., & Carucci, R. A. (Eds.). (2009). Leadership Stories from Tomorrow. Xulon Press. Shafique, I., & Kalyar, M. (2018). Linking transformational leadership, absorptive capacity, and corporate entrepreneurship. Administrative Sciences, 8(2), 9. Teymournejad, K., & Elghaei, R. (2016). Effect of transformational leadership on the creativity of employees: An empirical investigation. Engineering, Technology & Applied Science Research, 7(1), 1413-1419. Towler, A. (2019). The qualities of transformational leaders and what distinguishes them from transactional leaders. CQ Net. Retrieved from https://www.ckju.net/en/dossier/qualitiestransformational-leaders-and-what-distinguishes-them-transactional-leaders RUNNING HEAD: IDENTIFICATION OF A LEADER Identification of a Leader Nelson Mandela Jackie Gifford Rasmussen College 1 RUNNING HEAD: IDENTIFICATION OF A LEADER 1 A leader that I believe to be effective and successful and someone I would like to emulate is Nelson Mandela. Nelson Mandela was a South African anti-apartheid revolutionary, philanthropist, and an influential political leader. Mandela served as South Africa’s President between 1994 and 1999. Also, He was the first black president and the first person elected in a completely democratic South Africa. He is globally celebrated for his leadership and vision in ending apartheid, bringing democracy and equality in South Africa after years of black oppression. I would choose Nelson Mandela as my invisible mentor because of his various excellent leadership qualities. Mandela was a visionary and revolutionary leader who led his followers and the whole nation in the fight against the apartheid government which treated the majority black South Africans as second-class citizens. Through his vision and leadership, he rallied South Africans to pursue equality and the abolition of apartheid to ensure a free and just society. Mandela led a campaign of civil disobedience to stop apartheid. He had a clear vision of a new, just and equal South Africa. After being released in 1990 from prison and being elected the first black president, he committed to making his vision a reality (Stengel, 2008). As a result, he was able to unite the whole nation towards peace, justice, and prosperity. In this regard, he was a visionary leader who was able to see a bigger picture, a character that I find outstanding and worth emulating. RUNNING HEAD: IDENTIFICATION OF A LEADER 1 Additionally, I admire Mandela’s strength of spirit and an unprecedented level of endurance. Because of his opposition to the apartheid government and quest for a just and fair South Africa, he was sentenced to in 1964 and remained in prison for 27 years until his release in 1990. Mandela’s ability to endure and the strength of spirit energized him and encouraged him to endure nearly three decades of confinement. While in prison, Mandela never comprised his beliefs for justice and a better South Africa. Even after being offered freedom in 1985 by the apartheid government, Mandela refused to abandon the cause until all of his people were free (Stengel, 2008). Also, his ability to remain loyal to his noble cause in the face of suffering demonstrated his willingness to not surrender the fight despite severe personal loss such as being separated from his family and friends. I truly admire Mandela’s strength of spirit as a leader as well as his willingness to sacrifice his life for the good of others. Besides, I admire Mandela’s servant leadership. Throughout his life, Mandela committed to serving the others. His self-sacrifice in the quest for justice and end to apartheid at great personal loss demonstrated that he was a servant. While most leaders in African and around the world were committed to amassing wealth and expanding their power, Mandela committed to serving the poor and the illiterate people. Rather than focusing on pursuing his law career and self-interests, Mandela committed himself to a noble cause for the benefit of the whole of South Africa. I would like to emulate Mandela’s selflessness as a leader in my personal and professional life. In sum, I would like to emulate Nelson Mandela as an effective and successful leader because of his vision, strength of spirit and endurance, and selflessness. RUNNING HEAD: IDENTIFICATION OF A LEADER Reference Stengel, R. (2008). Mandela: His 8 lessons of leadership. Time Magazine, 9. 1 …

Place this order or similar order and get an amazing discount. USE Discount code “GET20” for 20% discount