EDGR506 Concordia University Portland Snapshots Leadership Analysis PPT

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Snapshots Leadership Analysis

Based on your selected group of leaders (Bill Wilson, Mark Zuckerberg, Martin Luther King Jr., Angela Merkel), read the appropriate snapshots in Part II of the text (Howell & Wanasika, 2019).

Select one leader to feature from your chosen group (Bill Wilson, Mark Zuckerberg, Martin Luther King Jr., Angela Merkel). Create a presentation that provides an overview of the leadership style of the featured chosen leader.

Your individual presentation may be created using PowerPoint. Limit your entire presentation to no more than 10 slides total, including an introductory slide and reference slide. The presentation should succinctly summarize your selected featured leader by addressing the following:

  • Address a discovery regarding the commonality of leadership style among all leaders listed in your group
  • Name and brief bio of your featured leader
  • Two qualities in the leader you most admired
  • A deficiency exhibited by the leader
  • Label the leader as best exemplifying the ______ [select the top two from those reviewed in chapter 1 of the text (Howell & Wanasika, 2019)] because ______
  • The one “value” you would ascribe to the leader
  • One sentence that encapsulates the leadership of this leader

Support your statements with evidence from the required studies and your research. Cite and reference your sources in APA style.

Click here for information on course rubrics.

References

Howell, J. P., & Wanasika, I. (2019). (2013). Snapshots of great leadership (2nd ed.). New York, NY: Routledge.

Required Studies

The following materials are required studies for this week. Complete these studies at the beginning of the week, and save these materials for future use. Full references for these materials are listed in the Required Course Materials section of the syllabus.

Strengths and Leadership (Rath & Conchie, 2008)
  • Part 3: Understanding Why People Follow
Snapshots of Great Leadership (Howell & Wanasika, 2019)
  • Part I: Theoretical Basis of Leadership
  • Part II: Snapshots of Great Leadership
    • Read the snapshots that pertain to the leaders in your selected group
View

Leadership Styles

Imagine for a moment that you have an appointment with your eye doctor who determines you need a stronger contact lens prescription. The doctor hands you a new set of lenses, but as soon as you put them in your vision becomes demonstrably worse. You tell the doctor you cannot see, and rather than take you at your word, the doctor questions you. She puts up the eye charts and asks you to read them, but you are unable to read even the largest letters on the chart. You can sense the doctor’s frustration, almost as if she believes you are lying.

She hands you a different set of lenses. In they go, but still, you cannot see. This time you are certain she does not believe you. She is irritable and tells you these are the right lenses. She calls the contact lens technician into the room, and he suggests it would be highly unusual for the office to get an entire batch of tainted lenses, but he is willing to try one more pair. You put them in and again, you cannot see. He asks you to follow him down the hall, in a blur, to the lens fitting room. You begin to feel a sense of panic at this point. The doctor and the technician seem convinced you are making it up or have somehow suddenly lost your vision.

The technician gives you yet another set of lenses. By this time, you are not hopeful. You keep the best outer sense of calm you can muster, put in the newest pair of lenses, and miraculously (or so it seems), you can see again. Relief floods over you. Later, you find out a new employee had refilled the bins that day and inadvertently switched the -5.0 lenses with the +5.0 lenses—a critical difference in views!

It is much the same with leadership. When you try to look at the world through a lens that does not fit, you will not see as clearly as you would with a correct lens. It is only natural that you look at the world, situations, and circumstances through a lens that fits your circumstances, experiences, training, observation, self-reflection—maybe even just plain preference. It is likely your leadership vision is colored by your strengths, values, and ethics. When you put on the right lens, it becomes clear and you can see more, do more, and accomplish more as you carry out your vocation.

This week, you will explore some of the lenses or theories of leadership. These lenses have been shaped by history and have changed through history as researchers have explored leadership in deeper ways and as world events have impacted leaders and followers. When you understand the varied leadership lenses or styles, you can look at your own strengths, values, ethics, and vocation and be intentional about applying leadership methods that will best fit who you are and how you see the world.

Your studies this week may be a complete lens change for you or a slight lens adjustment. You may already see the world through the eyes of service, but when you explore servant leadership, you will make a slight adjustment to your lens to clarify your view. You may be charismatic and believe in leadership that is transformational, but do not quite know how to view your place of employment to move toward transformation. As you explore the lenses, refer to your vocation and strengths. Try to align them with your life experiences and with leaders you have observed. What works for one leader does not necessarily work for another, but there are universal concepts related to leadership that can be learned and adopted to help you become a more effective and intentional leader.

 
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