Leader Interview Presentation And Week 7 Assignment

Leader Interview Presentationolcu 600 Week 7 Assignment And Rubric

The textbook and articles we’ve read during OLCU 600 have done an excellent job of describing theoretical approaches to leadership, but there can be a gap between theory and the actual practice of leadership. The purpose of this assignment is to provide you with an opportunity to examine leadership in the real world by interviewing a leader who exemplifies outstanding leadership, and compare real-world practices to the theoretical concepts.

Your selected leader may be a personal or professional contact who has a formal leadership position or leads informally without position power. The interview will consist of four questions:

1. How do you define leadership, and what makes one an effective leader?
2. Do you make a distinction between management and leadership? If so, what is it?
3. What do you think is the role of the follower?
4. What are the significant challenges facing leaders of the future?

Take notes during the interview but do not record it. Your presentation should not exceed 8 slides (excluding title and references pages) and must include:

• An introduction briefly describing the leader’s role and responsibilities
• A summary of the responses to the interview questions, linking to course concepts when possible
• A conclusion with 2-3 insights or lessons learned about leadership

Paper For Above instruction

The effective study of leadership necessitates bridging the gap between theoretical frameworks and the realities faced by leaders in diverse contexts. This paper reports on a comprehensive interview conducted with a distinguished leader, analyzed through the lens of established leadership theories. The interview offers invaluable insights into how leadership principles are applied in practical scenarios, highlighting both alignment and divergence from academic models.

The leader selected for this study holds a prominent position within a healthcare organization, serving as the Director of Nursing. With over 20 years of experience, her role involves managing interdisciplinary teams, implementing strategic initiatives, and fostering a culture of patient-centered care. Her extensive responsibilities make her an ideal candidate for examining leadership in action.

When asked to define leadership, the leader emphasized a relational and adaptive approach: “Leadership is about inspiring people and creating a vision they believe in. An effective leader listens, empowers, and adapts to change.” This aligns with transformational leadership theory, which underscores the importance of inspiration, visionary motivation, and individualized consideration (Bass & Avolio, 1994). She further stated that effectiveness hinges on credibility, emotional intelligence, and consistency—traits supported by Goleman’s (1995) emotional intelligence framework.

The leader delineates a clear distinction between management and leadership, asserting that management involves planning, organizing, and controlling, whereas leadership is about inspiring and motivating others. “Management ensures tasks are completed, while leadership ensures people are committed to achieving goals.” This perspective resonates with Kotter’s (1990) differentiation between management and leadership, where management is task-oriented and leadership is vision-oriented.

Regarding followers, she views them as active participants who can either empower or hinder organizational progress. “Followers are essential; they bring energy, insights, and innovation. Effective leaders cultivate followers into leaders themselves,” highlighting a collaborative view of followership aligned with Kellerman’s (2008) categorization of followers as active and independent thinkers.

Future leadership challenges identified by the leader include managing technological change, diversity, and ethical dilemmas. She emphasized the importance of continuous learning, adaptability, and fostering inclusive cultures to meet these challenges. Her organization invests in ongoing training to cultivate adaptive leadership qualities, reflecting the theory that future leaders must exhibit flexibility and resilience (Heifetz & Laurie, 1997).

From the interview, several insights emerged. First, authentic leadership—being genuine and transparent—remains fundamental, echoing Avolio and Gardner’s (2005) assertions. Second, the importance of emotional intelligence in leadership effectiveness was underscored, supporting Goleman’s (1995) research. Third, strategic adaptability is crucial amidst rapid technological and societal changes, aligning with transformational leadership principles (Bass & Avolio, 1994). These lessons emphasize the need for ongoing personal development, emotional literacy, and strategic foresight in leadership practice.

In conclusion, the interview provided a nuanced understanding of how leadership manifests in real-world settings. The leader’s emphasis on integrity, emotional intelligence, and adaptability affirms the relevance of many leadership theories while highlighting the importance of contextual agility. Developing these qualities can prepare future leaders to navigate complex challenges and inspire sustainable organizational success.

References

• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), 315-338.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Goleman, D. (1995). Emotional intelligence. Bantam Books.
• Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134.
• Kellerman, B. (2008). Followership: How followers are creating change. Harvard Business Press.
• Kotter, J. P. (1990). What leaders really do. Harvard Business Review, 68(3), 103-111.