Leadership Theories/Approach/Style

InstructionsProject One:  Leadership Theories/Approach/StylePurpose: In the first assignment, students are given a scenario about Global Delivery Direct (GDD), a Norfolk, England medium-sized global delivery company that was started in 1968 by four college friends.  .  The purpose of this exercise is to see if you can identify the GDD leader in the potential candidates that will be hired to lead the new boutique services department. Outcome Met by Completing This Assignmentuse leadership theories, assessment tools, and an understanding of the role of ethics, values, and attitudes to evaluate and enhance personal leadership skillsBackground: Andrew Rockfish and the co- owners have been looking for a competitive edge in the North American market that will translate well to the other divisions.  A recent meeting of the owners resulted in the decision to target business organizations with custom services.  This decision stems from recent feedback from customers that revealed that for GDD to anticipate the needs of their clients, suppliers and service vendors, the Company needed to decrease the turnaround time in delivery and the mailing of small packages and letters.  Rockfish has decided to offer “boutique” services to its business customers.  Catering to businesses will allow GDD to provide personal services that Fed Ex and UPS cannot offer.  Customizing the services will allow GDD to increase prices while creating a new niche in the market.  It was decided that the initial roll out of this idea would start in the US where an imminent threat from competition lies.  Rockfish was on board with this idea and began a campaign with the rest of the Company to find ideas that would help encourage the new ‘Business First” strategic plan.In response, a sales manager from the mid-west sales team brought this following idea from their brainstorming session for Rockfish’s consideration.  The sales manager proposed creating several mobile packing stores that would directly bring customer service to businesses.  GDD would not just pick up and deliver but they would also package.  This model could be viewed as an UPS store on wheels.  The team got the idea from a local delivery service that started a similar business as a Mail Store on Wheels and it seemed to be doing well.  The mail company has five “Mail on Wheels” trucks and focuses on taking small business, not individuals, away from the three local UPS and Kinkos stores.  After a financial review of the company, Rockfish decided to buy the business.  Adrian Cheng, a young entrepreneur who ran the business with a philosophy that “customers always get the best of our time and service”, started Mail on Wheels.  Personal service, friendliness, and as much time as it takes to make the customer happy, was part of the mission statement.  Employees were casually dressed and had no deadlines except those given by the customer.  Cheng had approximately 45 employees and ran both day and evening shifts.  He had one van that was on call 24/7.   Cheng oversaw the entire operation with two assistant managers, one for the day shift and one for the evening shift.  Cheng does not want to continue working once the merger takes place.  Therefore, Rockfish has decided to hire a new manager for the new service products the company will offer.Rockfish has decided that you, as a new management trainee might review some of the candidates for the job and help decide if the candidates have a leadership approach and style that fits the 21st century model that GDD is promoting in its leaders. Instructions:Step 1:  Preparation for Writing the AssignmentBefore you begin writing the report, you will read the following requirements that will help you meet the writing and APA requirements.  Not reading this information will lead to a lower grade:Review “How to Analyze a Case Study” under Week 4 Content.  You are expected to use the facts from the case scenario focusing on using this information to determine opportunities and solve problems.Read the grading rubric for the assignment.  Use the grading rubric while writing the report to ensure all requirements are met that will lead to the highest possible grade.In writing this assignment, you will read and following these tasks:Third person writing is required.  Third person means that there are no words such as “I, me, my, we, or us” (first person writing), nor is there use of “you or your” (second person writing).  If uncertain how to write in the third person, view this link:  http://www.quickanddirtytips.com/education/grammar/first-second-and-third-person.Contractions are not used in business writing, so you are NOT to use contraction in writing this assignment. You are expected to paraphrase and are NOT to use direct quotes.  You are expected to paraphrase, which can be learned by reviewing this link:   https://writing.wisc.edu/Handbook/QPA_paraphrase2.html.You are responsible for APA only for in-text citations and a reference list.  Cite the page or paragraph number.You are expected to use the facts from the case scenario paired with the weekly courses readings to develop the analysis and support the reasoning.  No more than three (3) external resources can be used in completing the assignment.  The expectation is that you provide a robust use of the course readings.  If any material is used from a source document, it must be cited and referenced with a page or paragraph number.  No books can be used as resource documents.  A reference within a reference list cannot exist without an associated in-text citation and vice versa.   View the sample APA paper and the How to Cite and Reference file located under Week 4 content.Step 2:  How to Set Up the ReportCreate a Word or Rich Text Format (RTF) document that is double-spaced, 12-point font.  The final product will be between 4-6 pages in length excluding the title page and reference page.  You may not exceed six (6) pages so it is important to write clearly and concisely.Follow a report format.   https://owl.english.purdue.edu/owl/resource/726/01/Create a title page with title, your name, the course, the instructor’s name and date;IntroductionGDD’s ResultsCandidate’s ResultsGDD/ Candidates ComparisonRecommendationStep 3:  Identify GDD’s prevalent leadership theory, leadership approach and preferred leadership style.Task 1:  Read the course readings in weeks 1 – 4 to gain an understanding of the concepts of leadership theory, leadership approach and leadership style.Task 2:  Read the background information under each week’s course schedule and the case scenario to identify GDD’s prevalent leadership theory, leadership approach and preferred leadership style.Task 3:  Create a table that illustrates GDD’s prevalent leadership theory, leadership approach and the preferred leadership style.Task 4:  Explain the reasoning for the selection of each element within the table.  You will use the course readings and the case scenario information to support the reasoning.Step 4:  Identify each candidate’s prevalent leadership theory, leadership approach and preferred leadership style.Task 1:  There are four potential candidates for the new manager position.  Below is a summary of Rockfish’s interview notes for you to use in making a recommendation.  Read the interview notes for each candidate. Candidate One- Henrietta RaynardHenrietta was the assistant to Alex Cheng.  She is 28 years old and is currently finishing her degree online at UMUC.  Henrietta is a business administration major.  She is friendly and has a quiet demeanor.  She does not tolerate much nonsense from people, hates surprises, and wants people to be brief in talking with her.  Rockfish’s personal impression is that Henrietta was hesitant in joining a larger organization.  She appears to like the smallness of a business and feels in control in such an environment.  She liked the idea of the collaborative environment of GDD and responded well to the idea that her opinions and suggestions were always welcome.  However, Henrietta expressed some concern that the youthful employees of Mail on Wheels had plenty of opinions but not a lot of discipline in their work ethic.  She found that structure, procedures and rules have worked better than asking for input.  When asked how her staff perceived her, she laughed and said the staff called her a “Type A.”. Then again, she indicated that to some of the people she works with, anyone who shows up for a meeting early is a “Type A.”  Rockfish noted that during this statement it was only one of two times during the interview that she held his gaze for any length of time.  When asked what characteristics she thought a leader needed to possess to succeed in the 21st century she replied, “…objective, practical, controlled and fair.”  Raynard said her leadership style was transactional but Rockfish was not sure if it was not more authoritarian.  When asked what leadership theory she thought was most likely to work in the 21st century her reply was “Great Man, because it emphasizes the characteristics of a person like honesty and trust.”  Raynard’s knowledge of the business was sound but when asked if anyone could be a leader she said no. It was up to the position that a person holds.  She seemed to know little about how GDD operated.  When asked if she had a leadership approach she replied, “Can you clarify the question? If you mean, do I think I can l lead? Sure.”  Raynard did understand that sustainability was very important to the business.  She said she had some ideas about how to make the process aspect of Mail on Wheels better, more efficient while saving cost.  She also thought that being eco-friendly was important but realized that was the other meaning of the word sustainability in business. Candidate Two- Orson HernandezHernandez currently manages the local Kinkos store.  He has remained loyal to the company even after the merger.  However, Hernandez feels that the store’s image, culture, and mission have changed dramatically since the merger.  He enjoys working with a customer until they are satisfied and regrets having to short change the time he currently spends with customers.  He also feels that the company culture has become more rigid.  When asked what characteristics he thought a leader needed to succeed in the 21st century, he replied, “…flexible, compassionate, insightful and honest”.  Hernandez seemed to understand the idea of a mobile packaging store and was aware that Cheng’s company was becoming a strong competitor for the small business customers.  Asked about the idea of competitive edge he said that a leader at his level does not have to worry about competitive edge.  He likes the collaborative culture at GDD and showed signs of having done his homework on the Company.  He said that GDD would do well if the company made sure the new division continued the existing culture because it encouraged creativity.  When asked how he created followers among his employees, Hernandez replied that he liked to use incentive motivational techniques and would sometimes empower workers if they showed an ability to manage others well.  Hernandez said he was a laisse-faire leader because it encouraged freedom.  His said his favorite leadership theory was contingency theory because it allowed him to approach things by the situation.   He liked to agree with people and saw himself as being flexible.  Hernandez said that he really did not have an approach to leadership just a style.Candidate Three- Jonathan LivingstonCurrently works for the IT department at UPS and obtained this job right after serving in the military.  Livingston entered the interview room all smiles and with a firm handshake.  Rockfish admitted to being impressed by the firm handshake and the constant eye contact throughout the interview.  Livingston was well prepared to discuss both companies having visited both prior to the interview.  Livingston had also read about GDD online and spoke with current employees.  Livingston indicated that he was the team leader in his current job and was content with the organization.  However, his current job does not lead him to a career position in management, which he desires.  His approach to leading is to look for leadership opportunities and encourage employees to act upon them if possible.  Livingston believes he is positive about the future and while he knows that GDD is searching for market share, he feels that he can bring a big picture perspective to the new company by having worked at UPS.  Livingston said he sees himself as a transformational leader.  He feels good leadership is about having good relationships with followers.  Relationship theory seemed to make the most sense to him for the 21st century because people are responsible for making change happen as well as leading change in the future.Candidate Four-Adrianna CoyoteCoyote went to work for GDD as a part-time employee straight out of college. She took time off to have a family but is now managing the GDD airport station at the Ontario Hub.  Having read about the opportunity through the GDD’s HR division website, Coyote was excited about the possibility of moving her career forward   She is quite familiar with GDD shipping methods, deadlines, culture and policies.  Coyote has many innovative ideas besides the mobile vans that would promote the business boutique market. Coyote’s evaluations are superior and she works well with her team.  Her colleagues indicated that she is flexible and is a “people-first” person.  Her eye contact is good and she comes off as being authentic.  She describes her leadership style as servant with a touch of authoritarian.  The deadlines of station work require strong direction at times and she believes that she must be strict about the deadlines.  However, Coyote tries to serve her people by looking at their needs and giving them a chance to be happy in their jobs.  Her team seems to concur.  She has little knowledge of the mobile business but has researched and looked closely at Mail on Wheels.  When asked about her favorite leadership theory she replied “relationship but really servant.”  The idea of having a leadership approach seemed to stump Coyote.  She said, “Leaders must encourage others and to seek ways for the company to do well.”Task 2:  Create a table that illustrates each candidate’s prevalent leadership theory, leadership approach and preferred leadership style.Task 3:  Explain the reasoning for the selection of each element within the table.  Use the course readings and the case scenario information to support the reasoning.Step 5:  Compare and Contrast GDD with CandidatesYou will now compare and contrast the leadership qualities that fits GDD leadership model with the leadership qualities of the four candidates. Task 1:  Identify the similarities and differences in the data in the two tables looking to see what candidate best fits the GDD leadership model.  Task 2:  Use the data ascertained in comparing the two tables to complete the following rating table for the four candidates.   Use a scale of 1 to 5 with 5 being the highest rating and 1 the lowest rating.  Note that it is possible to have candidates that fall within the same category.Candidate1 No Fit2 Bad Fit3 Not Sure4 Good Fit5 Best FitRaynardHernandezLivingstonCoyoteTask 3:  For each candidate, explain how you arrived at the rating.  Be sure to use the course reading and case scenario facts to support your conclusions reflected in the rating table.Step 6:  Recommend the candidate that best fits GDD’s leadership modelRockfish is depending on you to recommend the best candidate for the position.  Review the information from the prior steps.Task 1:  Identify the candidate that you believe best fits the GDD leadership model and explain why he or she is the best candidate for the position.Task 2:  Support the recommendation by making a comparison between GDD’s leadership model and the qualities the candidate possesses covering leadership theories, leadership approach and leadership style.Step 7:  Submit the report in the Assignment Folder.Due DateApr 9, 2017 11:59 PMHide RubricsRubric Name: Assignment #1CriteriaOutstandingSuperiorGoodSubstandardFailureTable: Create a table that illustrates GDD’s prevalent leadership theory, leadership approach and the preferred leadership style.1.6 pointsTable is created and correctly identifies the leadership theory, leadership approach and leadership style of GDD and also identifies specific sublevels information.(1.37 – 1.60)1.36 pointsTable is created and correctly identifies the leadership theory, leadership approach and leadership style of GDD.(1.28 – 1.43)1.2 pointsTable is created and correctly identifies two out of three (the leadership theory, leadership approach and leadership style) of GDD.(1.12 – 1.27)1.04 pointsTable is created and correctly identifies one out of three (the leadership theory, leadership approach and leadership style) of GDD.(0.96 – 1.11)0 pointsNo table is presented or the information in the table is completely incorrect.(0)Explain the reasoning for the selection of each element within the table.1.6 pointsExcellent reasoning for the selections is given for each area  and is thorough and complete.(1.44 – 1.60)1.36 pointsReasoning for the selections is sound but needs more clarification in at least one area of either category.(1.28 – 1.43)1.2 pointsReasoning for the selections is good but needs more clarification in at least two areas of either category. (1.12 – 1.27)1.04 pointsReasoning for the selections is weak and needs more clarification in all areas.(0.96 – 1.11)0 pointsNo reasoning is presented. (0)Create a table that illustrates each candidate’s prevalent leadership theory, leadership approach and the preferred leadership style.1.6 pointsTable is created and correctly identifies the leadership theory, leadership approach and leadership style of the candidates. (1.37 – 1.60)1.36 pointsTable is created and correctly identifies 10- 11  items of the leadership theory, leadership approach and leadership style of the candidates.(1.28 – 1.43)1.2 pointsTable is created and correctly identifies 9 items of the leadership theory, leadership approach and leadership style of the candidates.(1.12 – 1.27)1.04 pointsTable is created and correctly identifies 7-8 items of the leadership theory, leadership approach and leadership style of the candidates.(0.96 – 1.11)0 pointsTable is created and correctly identifies less than 7 items of the leadership theory, leadership approach and leadership style of the candidates.(0.1 – 0.95)No table is presented or the information in the table is completely incorrect.(0)Explain the reasoning for the selection of each element within the table.1.6 pointsExcellent reasoning for the selections is given for each area  and is thorough and complete.(1.44 – 1.60)1.36 pointsReasoning for the selections is sound but needs more clarification in at least one area of either category.(1.28 – 1.43)1.2 pointsReasoning for the selections is satisfactory but needs more clarification in at least two areas of either category. (1.12 – 1.27)1.04 pointsReasoning for the selections is weak and needs more clarification in all areas.(0.96 – 1.11)0 pointsNo reasoning is presented. (0)Complete the rating table for each candidate0.4 pointsTable is completed with ratings between 1 and 5 with 5 being the highest value and 1 the lowest value.(0.36 – 0.40)0.34 points0.3 points0.26 pointsTable is partially completed or different criteria than required is used, or all candidates receive the same rating.(0.24 – 0.27)0 pointsTable is not completed.(0)Draw conclusions and explain how the rating were derived.1.6 pointsExcellent presentation of similarities and differences with conclusions drawn that led to the selection of the candidate that best fits the job at GDD.(1.44 – 1.60)1.36 pointsReasoning for the selection is sound but needs more clarification in either the explanation of rating of candidates overall or selected the second best candidate.  (1.28 – 1.43)1.2 pointsSelected the best candidate but lacked detailed reasoning or support, or selected the second best candidate but lacked sound reasoning.(1.12 – 1.27)1.04 pointsFailed to identify the top two candidates.  Lacked sound reasoning or detailed explanation of conclusions.(0.96 – 1.11)0 pointsNo reasoning is presented. (0)Recommendation0.04 pointsRecommended the best candidate.(0.36 – 0.40)0.34 pointsRecommended the second best candidate.(0.32 – 0.35)0.3 pointsRecommended two best candidates but failed to identify the best candidate.(0.28 – 0.31)0.26 pointsFailed to recommend either two top candidates or discussed the candidates but did not clearly recommend one.(0.24 – 0.27)0 pointsNo recommendation made.(0)Explain the logical connection between the leadership theories, approach and styles and the recommendation. Explain why this candidate is better than the remaining candidates.1.8 pointsExcellent explanation of the logical connection between the leadership theories, approaches and styles and the recommendation, and explanation why this candidate is better than the remaining candidates.(1.08 – 1.2)1.02 pointsAbove satisfactory explanation of the logical connection between the leadership theories, approaches and styles and the recommendation, and explanation why this candidate is better than the remaining candidates.(0.96 – 1.07)0.9 pointsSatisfactory explanation of the logical connection between the leadership theories, approaches and styles and the recommendation, and explanation why this candidate is better than the remaining candidates.(0.84 – 0.95)0.78 pointsWeak demonstration of analysis and explanation of the logical connection between the leadership theories, approaches and styles and the recommendation, and explanation why this candidate is better than the remaining candidates.(0.72 – 0.83)0 pointsNo explanation of connection between leadership theories, approach and styles and recommendation.  Explanation why the candidate is better compared to remaining candidates not discussed.(0)Application of Resources3 pointsPresents exceptionally well-supported arguments or positions with evidence from the readings/experience; ideas go beyond the course material and recognize implications and extensions of the material and concepts.(2.7 – 3.0)2.55 pointsPresents excellent arguments or positions that are mostly supported by evidence from the readings and course content; ideas presented demonstrate understanding of the material and concepts.(2.4 – 2.69 )2.25 pointsSatisfactory arguments or positions are presented but there is a mix of opinion or unclear view with supported arguments using course readings.  Case study facts are occasionally used but arguments would be much stronger with use of facts.(2.1 – 2.39)1.95 pointsArguments are frequently illogical and unsubstantiated; Limited use of facts in case study and essential information presented in course readings.(1.8 – 2.09)0 pointsArguments lack meaningful explanation or support of ideas.  Does not provide facts presented in case study.(0 – 1.79)Preparation for Writing the Assignment2 pointsDemonstrates exceptional understanding of requirements responding completely to each aspect of assignment including minor aspects of the assignment such as using third person writing, required use of course readings, and assignment format.(1.8 – 2.0)1.7 pointsDemonstrates excellent understanding of requirements; missed one minor aspect of assignment.(1.6 – 1.79)1.5 pointsDemonstrates satisfactory understanding of requirements; missed a key element or two minor aspects of assignment.(1.4 – 1.59)1.3 pointsFails to show a firm understanding of requirements; missed two key elements or several minor aspects of assignment.(1.2 – 1.39)0 pointsFails to demonstrate understanding of assignment requirements.(0 – 1.19)Writing Mechanics3 pointsStrictly adheres to standard usage rules of written English, including but not limited to capitalization, punctuation, run-on sentences, missing or extra words, stylistic errors,  spelling and grammatical errors.  No errors found.  No contractions or jargon used.  (2.7 – 3.0)2.55 pointsExcellently adheres to standard usage of mechanics:  conventions of written English, including capitalization, punctuation, and spelling.  One to three errors found.(2.4 – 2.69)2.25 pointsSatisfactorily adheres to standard usage rules of mechanics:  conventions of English, including capitalization, punctuation, and spelling.  Four to 10 errors found.(2.1 – 2.39)1.95 pointsMinimally adheres to standard usage rules of mechanics:  conventions of written English, including capitalization, punctuation, and spelling.  More than 10 errors found.(1.8 – 2.1)0 pointsDoes not adhere to standard usage rules of mechanics:  conventions of written English largely incomprehensible; or errors are too plentiful to count.(0 – 1.79)APA Style (6th ed.)2 pointsNo APA style or usage errors; Proper citation of source material is used throughout paper;  Reference titles follow APA with only the first word, the first word after a colon and proper nouns capitalized.(1.8 – 2.0)1.7 pointsAttempts in-text citations and reference list but one or two APA style errors noted or fails to use APA citations when appropriate 1-2 times.(1.6 – 1.79)1.5 pointsAttempts in-text citations and reference lists; APA style errors are noted throughout document; Fails to use APA citations when appropriate 3 times in document.(1.4 – 1.59)1.3 pointsAttempts in-text citations and reference lists; Fails to use APA citation when appropriate 4-5 times; or presents only 1-2 in-text citations and reference list in a paper that requires APA citations throughout the document.(1.2 – 1.39)0 pointsNo attempt at APA style; or attempts either in-text citations or reference list but omits the other.(0 – 1.19)Overall ScoreOutstanding18 or moreSuperior16 or moreGood14 or moreSubstandard12 or moreFailure0 or more