LAUREATE MGMT6000 – Dynamic Leadership Assessment 2

	ASSESSMENT BRIEF
Subject Code and Title		MGMT6000 – Dynamic Leadership
Assessment		Assessment 2 - Reflexive Journal
Individual/Group		Individual
Length		2,000 words
Learning Outcomes		a), b), c), d)
Submission		Due Friday, 23:55 (Sydney). End of Module 6
Weighting		50%
Total Marks		100
Objectives:

• Prepare a Personal and Professional Development Plan (PPDP) for your continued leadership development, drawing on your reflections and insights from the first assessment task (including feedback from your partner and other sources and your learning from this subject);

• Continue to increase self-awareness by deep thinking about your values and their influence on your life and career goals;

• Identify critical gaps between your current capabilities or sphere of influence and your leadership aspirations;

• Identify the influences of national and organisational cultures on your leadership perspectives and the implications for leading in different cultures;

• Apply knowledge from the theories and models of effective leadership to inform and guide your development plan.

How the assessment fits into the subject/course:

The focus on reflexive research methodologies and strategies is a core element of the MBA. This assessment provides you with opportunities to build on your personal reflections, apply the principles of strategic thinking and planning to your own life and prepare a personal development plan.

Assessment Linkages of Assessment 1 and Assessment 2:

Insights and understandings obtained in Assessment 1 will suggest themes that will be developed further to inform your planning in Assessment 2.

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Instructions:

Each student will prepare a Personal and Professional Development Plan (PPDP) for continued leadership development. The period of the plan depends on your current career and life stage. It should cover a minimum of two years but could be 5 or 10 years. Select a time frame that makes sense to you and briefly explain why.

Select a model or framework of personal and leadership development that resonates with you and briefly justify your choice. Ensure that the components of your plan are anchored by appropriate leadership theory and models.

You should consider the influence of national and organisational cultures and social practices on your current leadership perspectives and how you can be effective as a future leader in other cultures, as we operate in an increasingly global economy.

Output/Deliverable and parameters of the assessment:

Each student will submit a report which contains your PPDP and brief explanations. The report can be in Word or PDF format of 2,000 words or an equivalent in PPT (landscape) format with voice-over explanations.

Resources to be provided:

? Planning templates in the Activities sections of Modules 4 and 5.

? The Learning Facilitator will suggest a range of possible models for leadership development.

? A range of e?textbooks and journals is available through online journal databases, including EBSCO.

Learning Outcomes:

• Increased self-awareness, including personal values, personality preferences, leadership style and impact on other people as a basis for achieving potential.

• Knowledge of the major theories and models of leadership and their role in explaining and developing effective leadership.

• Understanding of reflective practice as a means of research and personal growth.

• Greater understanding of the influence of cultural and social backgrounds on leadership effectiveness in own and other cultures.

• Capacity to apply the principles of strategic thinking and planning to own life and career.

• Confidence and courage to proceed with the implementation of a personal development plan.

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Learning Rubric

Assessment	Fail (0-49)	Pass	Credit	Distinction	High Distinction
Attributes	(50-64)	(65-74)	(75-84)	(85-100)
Effective	Difficult to understand,	Information, arguments and	Information, arguments	Information, arguments	Expertly presented; the
communication	no logical/clear	evidence are presented in a	and evidence are well	and evidence are very	presentation is logical,
in report	structure, poor flow of	way that is not always clear	presented, mostly clear	well presented; the	persuasive, and well
	ideas, argument lacks	and logical.	flow of ideas and	presentation is logical,	supported by evidence,
	supporting evidence.		arguments.	clear and well supported	demonstrating a clear flow
25%	Audience cannot	Line of reasoning is often	Line of reasoning is easy to	by evidence.	of ideas and arguments.
	difficult to follow.	Uses limited presentation	Engages and sustains
	follow the line of		follow.
	reasoning.			aids to enhance	audience’s interest in the
				information and	topic.
				arguments.
					Effective use of diverse
					presentation aids, including
					graphics and/or media.
Knowledge of and	Neglects core elements	Demonstrates	Articulates insights into	Analyses own cultural	Actively assumes and describes
sensitivity to cultural	important to leadership	understanding of the	own cultural biases.	biases against elements	leadership roles that influences
diversity and	in own and other	complexity of elements		important to members	others and enable positive
implications for	cultures.	important to leadership in	Demonstrates evidence of	of other cultures.	change in own and other
effective leadership	Difficulty in identifying own	own and other cultures.	adjustment in own attitudes	Describes implications	cultures.
		and beliefs reflecting
20%	cultural biases.		learning from a diversity of	for own development.
		communities and cultures.

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Application of	Limited understanding	Understands the main	Understands comprehensive	Understands comprehensive	Demonstrates deep
knowledge to practice	of theories and models	theories and models of	range of theories and	range of theories and	understanding of a
	of leadership.	effective leadership.	models of leadership.	models of leadership.	comprehensive range of theories
20%	Uses a limited range of	Applies basic concepts to	Selects and justifies	Selects and critically	and models of leadership.
	information or sources as	explain own experiences	appropriate models to	evaluates most relevant	Selects and critically evaluates
	the basis of	and practice.	explain own experiences	models to deepen	most relevant models to deepen
	interpretations or		and practice.	understanding and insights	understanding and insights into
	recommendations.			into own experiences, biases	own experiences, biases styles
				styles and preferences.	and preferences.
				Describes implications and	Describes implications and
				opportunities for personal	opportunities for personal
				growth and development.	growth and development and
					realistic strategies for
					broadening own repertoire of
					leadership behaviours.
Personal	Vague or unspecified	Sets clear goals and time	Sets clear, challenging,	Demonstrates deep	Demonstrates deep
development	goals.	frames.	achievable goals.	understanding of current	understanding of current
planning	Unclear steps or	Describes specific steps	Describes steps and	capability, the gap between	capability, the gap between
	reality and aspirations and	reality and aspirations and
20%	processes.	and strategies with	strategies and why they are	describes realistic and	describes realistic and creative
	appropriate time frames.	consistent with own	creative actions to bridge	actions to bridge the gap.
			preferences, values and	the gap.	Able to combine strategic
			styles.	Able to combine strategic
				planning with “intelligent
			Aware of multiple options	planning with “intelligent	opportunism”.
			and strategies to support	opportunism”.	Demonstrates capacity for
			own development.
					continuous and “double loop”
					learning (learning how to learn)
					in relation to own development.

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Enhanced self	Limited awareness of
awareness	own capability or impact
	on others.
20%	Reluctant to seek or act
	on feedback from others

Understands key events, people or experiences that have influenced own leadership development.

Describes own strengths and areas for development, based on appropriate evidence and feedback.

Shows deep understanding of events, people or experiences that have influenced own leadership development.

Describes own strengths and areas for development, based on appropriate evidence and feedback.

Understands and describes own personality preferences, leadership styles or results of other, relevant leadership assessment instrument.

Shows deep understanding of events, people or experiences that have influenced own leadership development.

Describes own strengths and areas for development, based on appropriate evidence and feedback

Understands and describes own personality preferences, leadership styles or results of other, relevant leadership assessment instrument and is aware of implications.

Demonstrates understanding of the link between self-awareness and emotional intelligence.

Shows deep understanding of events, people or experiences that have influenced own leadership development.

Describes own strengths and areas for development, based on appropriate evidence and feedback.

Understands and describes own personality preferences, leadership styles or results of other, relevant leadership assessment instrument, is aware of implications and takes appropriate action to modify behaviours where necessary.

Demonstrates deep understanding of the link between self-awareness and emotional intelligence and takes effective measures to enhance EQ.

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