MGT601_Dynamic Leadership_ Assessment 1 Part B Page 1 of 6

MGT601_Dynamic Leadership_ Assessment 1 Part B Page 1 of 6
ASSESSMENT 1 PART B BRIEF
Subject Code and Title
MGT601 Dynamic Leadership
Assessment
Assessment 1, Part B: Reflexive Report
Individual/Group
Individual
Length
Up to 2,000 words
Learning Outcomes
a) Explore and reflect on self- development as a leader to build self-awareness
b) Through critical reflection on key leadership theories develop a personal leadership development strategy.
c) Analyse and develop the capacity to influence, motivate and inspire others in your workplace and/or community organisations.
Submission
By 11:55pm AEST/AEDT Friday at end of Module 4.1 (Week 7)
Weighting
30%
Total Marks
30 marks
Context:
The learning design of this subject is to focus on your own leadership journey and not to study leadership as some remote, theoretical concept that applies to other people. This assessment enables you to build self-awareness and a clear sense of how you came to be the person and emerging leader that you are today. It encourages deep reflection on your life and leadership journey to your present position. It helps you to increase your understanding of your current leadership capabilities and potential. The assessment requires you to establish a mentoring relationship with another student in the class so that you can provide mutual learning support and exchange constructive feedback with each other. In addition to this classmate, you can also request feedback from a trusted colleague in your work, personal or wider student networks.
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Your Task:
Your task in Assessment 1 Part B is to reflect on you own leadership journey up until now, your current role or position, how you influence others, how you lead, contribute to or react to organisational and cultural changes and your current level of self-awareness and self- confidence to lead others in your organisation and/or community.
Assessment 2, which is due at the end of WEEK 11, builds on the first and asks you to prepare a plan for the next stage of your leadership journey. The assessments are integrated pieces of work and you should bear in mind the final part as you work on this part. All assessments need to be strongly based on the established theories and models of leadership to help you interpret and explain your leadership challenges.
Working with Your Partner [this is 20% (Criterion 2) of your overall assessment]:
You need to be proactive to connect with other students in your on-line/ face-to- face class, once you post your personal introduction on the “Welcome and Introductions” Discussion Forum. On-line students can select a partner from class mates who have posted introductions, or choose a trusted colleague from your work, student or personal networks. On-line students need to take responsibility for selecting and interacting with a partner. Face-to-face students will be guided by your facilitator, taking into account diversity of backgrounds to enrich your learning experience. More detailed guidelines for working with your partner are provided at the end of this section.
• Key points from the feedback you receive from your partner and others, combined with your reflection and interpretation of this feedback in the context of your leadership journey, needs to be included in your report.
• You may wish to also include key points of the feedback that you gave your partner and reflect on it. Feedback often says as much about the person who gives as the person who receives it.
• The feedback summaries/ transcripts can be included as appendices, where they will not be included in the word count.
While the assessment includes feedback from the interaction with your partner, each person is to submit his or her own, individual report.
More detailed guidelines for working with your partner are shown at the end of this brief.
Possible Structure:
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A possible structure for your report is shown below. This is a suggestion only and is not mandatory. Other structures would be appropriate, provided that they enable you to demonstrate your learning according to the rubric shown in the brief for the first assessment.
1. A clear logic flow, using a “Contents” page and section headings, will help your readers to follow your thinking.
2. The use of an “Executive Summary” will tell your reader the key points of your report, including recommendations for action.
3. An “Introduction” to set the context
4. The body of your report should address the following issues. The percentages in brackets indicate a suggested proportional length of each section. Give appropriate sub-headings to each Part of this ‘body’.
• Your current/recent role, responsibilities and leadership challenges in your organisation or community. (10%)
• Key aspects of your leadership journey so far (eg who influenced you, how you formed your self-image as a leader, any critical events that have been influential). This should not be a chronology or a CV. It is a reflection on a small number of the most influential aspects or turning points in your leadership development. (15%)
• The results of the Gallup Strengths Finder and any other personality or leadership style inventories that you have completed and your interpretation of the results. This can be a summary of the report (key details) that you presented for Assessment 1 – Part A. (15%)
• Key feedback points on your current leadership style, capabilities, effectiveness, interpersonal and social skills associated with Emotional Intelligence, personality assessments etc, that you have received from your partner and other trusted sources. (20%)
• The implications of the feedback and your reflection on its significance. It could include your preliminary thinking on what you do about it, to be expanded in your second submission. (30%)
• Link to theory and conceptual frameworks that explain or clarify your experiences and feedback. (You could incorporate the links to theory/models throughout your report or collect them in one section. The important point is that you anchor your submission with appropriate models or theories. (20%)
MGT601_Dynamic Leadership_ Assessment 1 Part B Page 4 of 6
5. A “Conclusion” to capture your key learnings is desirable in a business subject. Detailed, supporting information such as psychometric results and planning templates should be placed in an appendix, where they will not be included in the word count.
Reflexive Writing – First Person:
You should write in the first person, because this is about YOU, your reflections and your interpretations. (eg “I considered this advice to be….. because it had a big impact on my……..and it helped me to understand my ………. ”).
Try to be as specific as possible, use brief examples to illustrate your points and try to select examples that enable you to demonstrate learning against the attributes in the rubric.
All other principles of academic writing apply, including strict referencing, acknowledgement of the work of others and avoidance of plagiarism.
Referencing:
Include a list of specific references that you have actually used in your report. For this assessment, a minimum of three journal articles, academic papers or textbooks from within the subject module as a starting point is expected. References to any secondary sources or web sites are additional. The reference list and Executive Summary and any appendices will not be included in the word count.
It is essential that you use appropriate APA style for citing and referencing research. Please see more information on referencing here http://library.laureate.net.au/research_skills/referencing
Submission Instructions:
Submit your Self-Reflective Analysis in Assessment 1 Part B submission link in the Assessment section found in the main navigation menu of the subject Blackboard site. A rubric will be attached to the assessment. The Learning Facilitator will provide feedback via the Grade Centre in the LMS portal. Feedback can be viewed in My Grades.
Marking Rubric:
Your reports will be marked against the rubric which is show on the next pages. Please ensure that your submission addresses all five of the Assessment Criteria in the rubric.
MGT601_Dynamic Leadership_ Assessment 1 Part B Page 5 of 6
Guidelines for Working with Your Partner [20% -see criterion 2 of this assessment rubric]
The following information should help you to start to build a mentoring relationship with your partner.
In commencing the relationship, it will be helpful to work through the following steps:
1. Make initial contact through the Discussion Forum.
2. Establish an oral confidentiality agreement with each other so that you are both clear that you will not disclose personal information to others. It is appropriate to describe concepts, learnings and insights about the leadership journey of yourself and your partner in your assessment submission but not personal details that can be identified with an individual.
3. Agree on how you will communicate with each other. You can use a range of tools within the “Group” facility on Blackboard, including emails, blogs, wikis, file exchange, or alternative. You may prefer to establish a separate text or voice channel, such as Skype. Keep a record of your partner interactions (date, time, what).You may include this in your appendices as evidence of this communication process.
4. Provide your partner with brief background details on your role, employment and current leadership challenge to set the context.
5. Provide more detailed information on your personal leadership journey and current challenges. The questions in the paper by George et al on Authentic Leadership are a good starting point for you and also to ask your partner about. You can also share the contents of your reflexive journal.
6. Listen carefully to your partner’s story and current challenges, probe respectfully to encourage deeper reflection and understanding and suggest alternative approaches where appropriate. Please respect each other’s boundaries and do not go beyond what each is comfortable to disclose. This is intended to be mentoring and not psychotherapy!
7. As you progress through the modules, record any insights about your leadership journey in your reflexive journal. You may wish to exchange journals or a summary of key points with your partner.
8. In asking and learning about your partner’s leadership journey, it is likely that you will develop deeper insights into your own journey.
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Learning Rubric: Assessment 1B Reflexive Report
AssessmentCriteria
Fail 0-49%
Pass 50-64%
Credit 65-74%
Distinction 75 -84%
High Distinction 85-100%
<15
15+
19.5+
22.5+
25.5+
1.Reflect on, and
Little or no reference to
Occasional references to
Frequent references to your
Frequent and deep reflection on
Multiple, deep reflections, significant
explain, critical points of
(own) your personal
your own personal
own personal leadership
your own personal leadership
new insights on your own leadership
leadership behaviour
experiences or
experiences and learning
experiences or observations,
experiences, clear reflection and
and evidence of changing behaviours.
from your experience.
observations on
about leadership.
with reflection on outcomes
new insights.
30%
leadership.
and learning.
9
<4.5
4.5+
6+
6.75+
7.5+
2.Explain the process of
Little or no evidence of
Basic description of
Clear description of feedback
Concise description and analysis
Very insightful presentation of
giving and receiving
feedback either received
feedback received and
received and given with
of feedback received and given
feedback received and given with
constructive feedback
or given.
given but with little or no
useful interpretation and
with clearly expressed
explicit interpretation of implications
with a peer, and the
interpretation.
reflection in implications
interpretation of implications and
and indicators of changing
implications of feedback
impact.
behaviours
20%
6
<3
3+
4+
4.5
5+
3.Apply and evaluate
Little or no reference to
Basic coverage of at least
Clear coverage and
Coverage of multiple models of
Clear understanding and brief
conceptual frameworks
the conceptual
one relevant conceptual
comparison of at least two
development with clear
evaluation of multiple modes and
of leadership with
frameworks or
framework for leadership
models or frameworks for
evaluation and selection of most
justification of selection of most
reference to your own
theoretical models of
development.
development, including some
appropriate framework for your
appropriate framework for your own
leadership journey. 20%
leadership.
evaluation.
own development.
development.
6
<3
3+
4+
4.5
5+
4.Support your
No, or limited reference
Evidence of some
Evidence of substantial,
Evidence of substantial, reading
Evidence of comprehensive
evaluation with evidence
to readings in subject
relevant reading beyond
relevant, reading beyond the
beyond the core readings, with
additional reading & research with
from the literature 20%
module only. Many
the core readings.
core readings, with adequate
application to your own
insightful application to your own
errors in APA
Several errors in APA
citations and reference list, in
development plan.
development plan.
referencing format.
referencing format.
APA format, with few errors.
High level of accuracy in citations
Full and extensive referencing in APA
and referencing list in APA
format, with few minor errors.
format.
6
<3
3+
4+
4.5
5+
5. Present your reflexive
No clear logic flow or
Basic logic flow and
Clear logic flow and
Excellent logic and structure.
Excellent logic and sophisticated
report in a professional
structure.
structure.
structure, with table of
Accurate Executive Summary.
structure. Concise Executive
way 10%
Difficult to understand;
Clear expression of
contents, Introduction,
Conclusion accurately captures
Summary. Conclusion accurately
many errors
concepts; several major
Conclusion, mostly clear
key learning. Mostly clear
captures deep learning and insights.
errors
expression of concepts;
expression of concepts; several
Clear expression of concepts; few
several minor errors.
minor errors
minor errors.
3
<1.5
1.5+
2
2.25
2.5+


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