Expert answer:EDGR506 Concordia University Portland Snapshots Le


Solved by verified expert:Snapshots Leadership AnalysisBased 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 groupName and brief bio of your featured leaderTwo qualities in the leader you most admiredA deficiency exhibited by the leaderLabel 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 leaderOne sentence that encapsulates the leadership of this leaderSupport 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.ReferencesHowell, J. P., & Wanasika, I. (2019). (2013). Snapshots of great leadership (2nd ed.). New York, NY: Routledge.Required StudiesThe 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 FollowSnapshots of Great Leadership (Howell & Wanasika, 2019)Part I: Theoretical Basis of LeadershipPart II: Snapshots of Great LeadershipRead the snapshots that pertain to the leaders in your selected groupViewAaron Feuerstein’s Malden Mills (ServiceSpace, 2009) [Video] [Closed captioned]Leadership StylesImagine 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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