**PLEASE READ – The modules the instructions mentioned will be attached, it is important you use the information in them to keep this correct – also follow the grading rubric to ensure all requirements are met**Instructions:You have become comfortable with contemporary leadership competencies and feel it is time to open your own small business. As a future business owner, you know that all organizations must be well managed and that effective leadership is at the core of ensuring that a business runs smoothly. Reflect on the following questions and write a 3-5 page report to help you solidify your thinking and describe your plan for running a small business.Refer to the DISC behavioral characteristics you identified for yourself in Module 1. How will you use two of these characteristics (i.e., values, culture, mission, and vision) to shape your small business?Employees are a business’s greatest asset. Refer to the best leader traits/skills/tactics you identified in Module 2. How will you mentor the informal and formal leaders that you hire?Identify the leader theory from Module 3 that fits you best. How can this leader theory help you align business goals, customer expectations, and employee objectives?Refer to the challenges to leading change that you selected in Module 4. Identify two of these challenges. How will you address these challenges to minimize risk for your new business?Utilizing the facilitative leadership skills you studied in Module 5, discuss the three facilitative leadership skills that you think are the most important for your business. How will you incorporate what you learned about facultative leadership into your business so that employees can successfully run meetings and projects?Refer to the leadership skills you presented in Module 6, as well as the other concepts you’ve studied in the course (e.g., leader traits, leadership theory, and facilitative leadership skills). How will you use these to ensure effective leadership in your small business?






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DISC Assessment
Samantha Crocker
Rasmussen College
Author Note
This paper is being submitted on January 7th, 2019, for Elle O’Keeffe’s MAN4143CBE
Section 01CBE Contemporary Leadership Challenges course.
Disc Results: Category “C” Conscientiousness/Cautious – there was no percentage given to me
on the website I used.
Website: www.onlinepersonalitytests.org
Summary: Consists of definition of types, connection to leadership and communication, and
connection between personality and decision-making
Define the four personality types.
Dominant: Driven, direct, and determined. Motivated by winning and success. Values
competency and personal freedom.
Compliant: Cautious, private, reserved. Motivated by opportunities to gain knowledge
and share their expertise. Values quality and accuracy.
Steady: Calm, patient, loyal. Motivated by cooperation and opportunities to help.
Values loyalty, security, and helping others.
Influential: Charming, trusting, optimistic. Motivated by social recognition and
relationships. Values coaching, counseling, and freedom of expression.
According to the test result, I am a type C person. I am a cautious analyzer who values stability.
With that in mind, it appears to suggest I’m someone who enjoys solving problems and often
see details other people may have missed due to how analytical I am. This mean my leadership
style would include the need for details and precision quality. I have a need for specifics and do
not like being given broad generalizations, as this can have a negative impact on making plans
and decisions. One thing to be worked on would be the fear of criticism and amount of detail I
pay attention to. As a leader, I have to be open to others’ ideas and methods and because of
how detailed I can be, I may look past being open to others, which can also cause a lack of
relationships in the professional world as well.
As a C style personality leader, I am detail-oriented and quick to be organized and maintain that
organization. As a leader I strive for consistency and accuracy. I ask important questions and
talk about problems that could hold up projects. Because I also strive for consensus and
because I look at every detail, I do not tent to make decisions quickly, which as a leader is a
good and bad thing. Leaders need to be able to see the whole picture, but also need to be able
to make a decision when needed. This is something I’ll need to make sure, as a leader, that I’m
taking into consideration. It’s important to look at details, but you don’t want to go so far down
the rabbit-hole that you forget what the objective is.
To conclude, Dominant personalities are driven and determined. Influential personalities are
trusting and optimistic. Compliant personalities are cautious and reserved. Steady personalities
are calm and patient. As a C personality, I’m detail-oriented and strive for consensus and
quality. I have a fear of criticism and a need for specifics that can have a negative impact on
making plans and decisions. I need to be open to others’ ideas and methods to ensure I am
helping my professional relationships.
Caution. (n.d.). Retrieved January 7, 2019, from

DISC Personality Type C – Caution

utm_content=Your DISC Test Results&utm_campaign=Your DISC Test Results
Team, T. D. (2018, August 30). DiSC® Personality Types. Retrieved January 7, 2019, from

DiSC® Personality Types

Personality Types of DISC: C Personality Type (Conscientious). (n.d.). Retrieved January 7, 2019, from
How Do I Become the Leader I Want to Be?
Samantha Crocker
Rasmussen College
Contemporary Leadership Challenges
A formal leader’s power is more complete since they have authorized positions while
informal leadership is chosen by their colleagues which means that team members readily decide
to follow this leader (Blumberg & Greenfield, 1986). I believe that I identify as an informal leader
since I was appointed by my colleagues to be their team leader in all the organizational projects.
Even though I am charismatic and easy going, I believe that I require other leadership traits to be
able to effectively lead my team. The other leadership traits that would help me become a
successful leader include being optimistic, open-minded, learning-oriented, curious and
participative. I should develop skills and tactics like being able to delegate duties effectively,
empower my team to be more motivated and be supportive to be able to become an effective leader.
The person I will work with as a mentor is my organization’s CEO since he started as an
informal leader before becoming a formal leader of the biggest and most profitable organization
in the World. I would work with him as my mentor since he has successfully combined both
qualities of informal and formal leadership in managing his employees. He can help me grow to
become an effective leader since he ensures that his employees are empowered to be self-sufficient,
he employs supportive leadership skills, and he is a participative leader and also, a transformational
leader. He has a level of authority over his employees but also holds a lot of charisma and outgoing
traits that make him an effective leader.
To become a manager in my company, I would have to integrate both informal and formal
leadership traits. The first process of becoming an effective leader is by developing self-awareness
which will help me build up the traits that are vital for good leadership such as courage, confidence,
humility, decisiveness, compassion, and empathy. The next step would be identifying and
acquiring additional skills that would be necessary to become an effective leader such as conflict
resolution (Priest & Gass, 2017). To acquire the new skills, I would read books and articles, work
with a mentor or undertake self-development courses. The other step is practicing integrity which
would help me build trust, respect, and honesty from my team. Becoming an active listener and
leading by example are also steps that I would integrate to become an effective leader. Being able
to lead by example would be vital to enable me to build up empathy and understand what my
employees are going through and provide supportive solutions.
Courage has been termed as the most important trait for a good leader. I would ensure that
I learn the skill of being courageous which will help me develop the abilities to take risks, delegate
important duties, deliver bad news and to be able to admit when I have made a mistake. The other
important steps that I would follow to enable me to become an effective leader would be to develop
good communication skills through self-training or self-development courses and tailoring my
approach to leadership. One leadership approach does not apply to everyone. Thus, I will develop
leadership skills that are dynamic and can respond to individual needs.
Blumberg, A., & Greenfield, W. (1986). The effective principal: Perspectives on school
leadership. Publication Sales, Allyn and Bacon, Longwood Division, 7 Wells Avenue,
Newton, MA 02159 (Order No. H87406; $29.95)..
Priest, S., & Gass, M. (2017). Effective Leadership in Adventure Programming, 3E. Human
Running head: THE BEST LEADER
The Best Leader
Samantha Crocker
Rasmussen College
Leadership Theories
Leadership Theory
Path Goal Theory
In this theory, the leader’s
behavior/style is key on employee
motivation, fulfillment, and
performance (Chemers, 2014).
-The theory eradicates difficulties
and barricades that may hinder
-It is appropriate for emergencies as
well as situations with time
-It is flexible, and has concepts that
are easily understandable.
Cognitive Resources Theory
The cognitive-resources theory is
focused on experience and
intelligence, and how they affect
people’s response to tough
Situational Leadership Theory
This is an adaptive style of
leadership where leaders are
encouraged to assess the team
members, analyze the various
workplace features and select a
leadership style that is most
appropriate for the company’s
goals and conditions (Miner,
-The theory is subject to failure if the
leader is not proficient.
-Being too much dependent on a
leader may result to the system
collapse if something happens to
-This methods is un-democratic in
nature, and leaders may be irrational
and delusional in their actions.
-Stress being common in leadership -It does not define intelligence. There
positions, this theory focuses on
are multiple forms and extents of
how stress may limit an intelligent
intelligence, and this theory does not
individual’s capability to lead.
account for all.
-The theory assists in predicting
-The theory does not account for the
whether certain individuals would
different forms of stress in existence.
have the ability of leading in
-The theory does not address the
difficult situations.
-It is flexible, hence can be tested in tasking nature itself. Each group may
multiple conditions and when
need to achieve different objectives
making predictions.
with varied stress levels which is not
-This method is easy to use,
-This technique however does not
especially when the leader
account for the precedence and
understands the correct style.
communication modes in other
-It is simple, because it involves the cultures.
leader evaluating the situation and
-It also disregards the distinctions
applying the suitable leadership
between females and males as
-It uses an intuitive appeal,
-Situational leaders may shift their
especially when it is run by the
focus from long term goals and
right leader.
-Leaders can modify the
-The methods may be challenging for
management styles when necessary. certain managers and the maturity of
the theory is difficult to define.
LPC Contingency Model
This theory by Fielder is entirely
about leadership, and asserts that
a leader’s success is fully
dependent on the leadership style
and the form of jurisdiction
existing in a particular situation
(Yukl, 2011).
-It is flexible, hence can be utilized
in multiple situations to fulfill the
demands of a company.
-It assists a company to select the
suitable leaders for every type of
-It take into consideration the
opinions of employees by having a
leader who fits into the
organization’s overall culture and
with excellent interpersonal
relationships with the staff.
Multiple Linkage Theory
This theory is based on earlier
leadership models as well as
group effectiveness, and it
describes the manner in which a
leader’s style/behavior,
intervening factors, and various
situational features impact and
define a work-unit’s performance.
-This theory of leadership results to
the establishment of strong
relationship between leaders and
their subordinates, hence an
effective organizational culture.
-It is easy to apply to any form of
-It assesses members and allocates
suitable tasks to enhance success.
-The LPC scale used assumes the
same kind of behavior for each
member in a situation. This is not
applicable, because different people
react different to similar situations.
-The theory is only applicable to
small-supervised groups, but not to
large groups with supervision issues;
hence a definite leader team-member
association is hard to develop.
-In huge large scale corporations
where tasks are not very well defined,
drawing a contingency plan is almost
always impossible.
-The theory assumes that all the
members are the same.
-The theory is much focused on
individual relations between the
leaders and the group member, but
does not address the impacts of such
relations on group-dynamics.
The Best Leader
At one time I worked for a boss who placed a lot of value in the path-goal and the
situational leadership theories. In his leadership, he recognized that his behavior was very
crucial to the fulfillment, motivation, and performance of the employees. He always provided a
clear direction, set high goals, had an active involvement in the achievement of the goals and
also supported all the employees in the process of attaining the goals of the company. As a result
of his actions, all the employees were more fulfilled working in the company and this made a
team that was highly productive, evident in the success achieved by the organization. Since, we
believed that his strategies would bring tremendous success to the organization, all of us (the
employees) were open for his directives in his leadership. Additionally, he valued the
contribution of every employee and this created a perfect organizational culture. Finally, he
continually changed his styles of leadership in order to match the level of development of the
employees within the organization.
As a leader, I would apply the path-goal leadership theory, LPC contingency model as
well as the situational leadership theory in my leadership. However, I will not apply the
cognitive resources theory and the multiple linkage theory at any time in my leadership. The
three leadership theories I would use are simple and advantageous in many ways towards my
organization’s success. They have been tested over time, and research states that they are the
most suitable for the success of all forms of organizations (Northouse, 2018). However, the two
leadership theories I would never apply are complex and leave a lot of factors unaddressed, and
they cannot bring the expected success in my organization.
Chemers, M. (2014). An integrative theory of leadership. Psychology Press.
Miner, J. B. (2015). Organizational behavior 1: Essential theories of motivation and leadership.
Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
Yukl, G. (2011). Contingency theories of effective leadership. The SAGE handbook of
leadership, 24(1), 286-298.
Engagement Survey
Samantha Crocker
Rasmussen College
Employee engagement survey measures various factors that contribute to employee
retention and performance. The survey measures employee commitment which is the bond that
employees often experience with their supervisors and organizations. Employees who show
commitment to their organization feel that they connect, fit in, and understand the goals and
objectives of the organization. Those with affective commitment often identify with the company
goals and are satisfied with their work. Those who have financial commitment identify with the
company goals because of the monetary benefits they derive from the organization. Those with
continual commitment feel the need to stay with the organization due to lack of other work
alternatives and the need for the remuneration. Exchanges between an employee and their
organization are referred to as perceived organizational support (POS) while exchanges between
an employee and his supervisor are referred to as leader-member exchange (LMX).
1. Monetary commitment – motivated by money.

Are you motivated by money or by passion to work for this organization?
2. Continual commitment – robotic employee

Are you happy that you are working for this organization?

Why are you working for the organization? a) Lack of alternatives b) Remuneration
c) Passion for the job
3. Affective commitment – motivated by passion

Do you identify with the company goals? If you do, are you satisfied with the work
and feel that you fit into the organization?
4. Leader-member exchange to the supervisor.

How is your relationship with your supervisor?
5. Leader-member exchange to the organization.

How is your relationship with the daily operations of the organization
6. Perception of support from the supervisor.

Are you satisfied with the support you are getting from your supervisor with relation
to personal issues?

Are you satisfied with the support you are getting from your supervisor with relation
to professional issues?’
7. Perception of support from the organization.

Are you satisfied with the support you are getting from your organization with
relation to personal issues?

Are you satisfied with the support you are getting from your organization with
relation to professional issues?
Reason for the choice of questions and comparison
The choice of questions was guided by the desire to understand employee commitment to
the growth and success of the company (Cook, 2008). The commitment questions will help the
manager to identify weaknesses and motivating factors in the company. For instance, the first
question aims to find out if the employee is motivated by money to stay or by passion. This will
help to invest more on motivating factors and work on the demotivating ones. The continual
commitment question will help to show whether or not the employees are happy and the reason
why they are committed to the organization. The choice of the question in affective commitment
section, ‘do you identify with the company goals? If you do, are you satisfied with the work and
feel that you fit into the organization,’ will help the manager to find out if the employees
understand company goals and if or not they feel valued in the company? If not, he will find new
ways of making feel part of the organization.
The question in the section of LMX will provide information to understand the relationship
that the employees have with their supervisor. If it is a negative one, the responsible manager
will find a way of addressing identified weaknesses. In the same manner, he will work on
strengthening the positive factors that make the relationship strong. The question of LMX with
the organization was guided by the desire to identify the reason why employees are motivated or
demotivated in the organization. The need to find out what employees would want to change in
the company motivated the question, ‘given a chance what would you change in the exchange
relationship with the company.’ The question on POS from the supervisor and the organization
with regards to personal and professional issues was guided by the need to solve issues at the
place of work that is likely to slow down operation (Wiley, 2010).
It is important for organizations to create an engagement survey to measure factors that
are likely to promote employee performance or retention (Wiley, 2010). The survey can also help
the management to identify factors that affect employees thus hindering their performance.
Besides, an engagement survey is likely to add operational value to the organization by
identifying company strengths and weaknesses and working on employee complaints.
Wiley, J. (2010). Strategic employee surveys: Evidence-based guidelines for driving
organizational success. San Francisco, Calif: Jossey-Bass.
Cook, S. (2008). The essential guide to employee engagement: Better business
performance through staff satisfaction. London: Kogan Page.
Engagement Survey
Samantha Crocker
Rasmussen College
Employee engagement survey measures various factors that contribute to employee
retention and performance. The survey measures employee commitment which is the bond that
employees often experience with their supervisors and organizations. Employees who show
commitm …
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