The purpose and relevance of leadership.

Effective leaders realize that employees should be recognized for a job well done. While some people prefer public praise and others prefer personal recognition, most employees want to be recognized in some way. Kouzes and Posner (2017) state that effective leaders begin their leadership development by first learning to lead themselves. Effective leadership begins from within and expands outward to affect others. This development cascades into effective leadership.

SHOW LESS
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Competency 1: Evaluate the purpose and relevance of leadership.
Analyze how a leader reflects the definition of leadership.
Evaluate leadership style, characteristics, or themes in relation to the purpose and relevance of effective leadership.
Competency 2: Evaluate how leadership strengths apply in the workplace and within the community.
Analyze how a leader models leadership.
Analyze how a leader inspires a shared vision.
Analyze how a leader looks for new opportunities that may require experimentation or taking risks.
Analyze how a leader empowers and recognizes the contributions of others.
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ASSESSMENT INSTRUCTIONS
PREPARATION
Throughout your career, you could undoubtedly benefit from analyzing leadership and management characteristics of other leaders and managers you consider effective and successful. This assessment provides an opportunity and framework to do that in the context of effective leadership.To complete this assessment, you have two options. You may choose to base your assessment on a leader you know personally or on a leader who is well-known. Be sure to read the complete instructions for both options carefully before making a decision.
INSTRUCTIONS
Option A: Interview a Leader You Know Personally
Identify someone you know who is currently serving in a leadership capacity at an organization. You may choose a leader affiliated with your employer, a community leader, a political or church leader, or anyone whose leadership skills you admire. Arrange an interview with your selected leader to learn about his or her view of leadership. Structure the interview around the concepts of leadership as you have come to understand them from your own research or the recommended readings. Some suggested interview questions are:
What is your definition of leadership?
How do you model leadership?
How do you inspire a shared vision in those around you?
How do you look for new opportunities that may require experimenting or taking risks?
How do you enable or empower others to act?
How do you recognize the contributions made by others?
In what ways do you get personally involved?
What challenges and opportunities do you face?
Conduct the interview and then use the interview results to complete this assessment as instructed in the Requirements below.

Sample Solution

that there is a need to strengthen DJS diversion policies, protocols and decision-making criteria at intake. Stakeholders noted that aspects of DJS’s current diversion policy are unclear and do not incorporate a clear and strong presumption for diversion in appropriate cases. The ambiguity in these policies can result in a significant level of subjectivity among intake officers, including a reluctance to divert cases in the absence of clear guidelines. Additionally, the absence of clear policies or guidelines may mean that some intake officers are engaging in practices that are narrowing diversion opportunities. For example, although DJS rescinded a policy that required youth to admit to an offense in order to be eligible for diversion some time ago, several stakeholders expressed concern that DJS intake officers still impose this requirement on young people that they are considering for diversion.

Second, several stakeholders identified the requirement for victim consent for an informal adjustment as a barrier to diversion at the point of intake. While it is certainly important to respect a victim’s right to be heard regarding a potential diversion decision, stakeholders expressed concern that some intake officers are not as invested in creating diversion opportunities for young people and are not skilled at conveying the documented benefits of diversion for the youth, the victim, and the broader community from a public safety perspective. DJS has acknowledged these barriers and is currently working to remedy them in several ways. For example, DJS is in the process of developing a new clear, objective diversion policy and a quality assurance process for diversion decisions. DJS is also exploring better training for intake staff and the addition of a new family and peer support specialist for Baltimore City. Among

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