Rutgers Organizational Leadership Theory In Interview Process Analysis Paper This assessment gives you the opportunity to synthesize and demonstrate your u

Rutgers Organizational Leadership Theory In Interview Process Analysis Paper This assessment gives you the opportunity to synthesize and demonstrate your understanding and experience interviewing leaders and how the leadership characteristics you analyzed relate to leadership theories, the New Business Realities, and the Thinking Habits By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

Competency 1: Analyze the art and science of leadership.

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Analyze how the data from leadership interviews supports leadership theories.

Competency 2: Reflect on personal leadership skills.

Analyze the relevance of the concepts from New Business Realities and Thinking Habits to an interview experience.

Self-assess the experience as an interviewer.

Competency 3: Create and effective theory of leadership.

Recommend leadership development initiatives for leaders at a specific level.


The resources provided in this assessment explore the new science assumption of field theory and how it occurs in the human systems arena through culture, values, and ethics. Imagine purpose or direction working like gravity or a magnetic field to organize messy human behavior toward a unifying direction. A leader’s role is to state, clarify, discuss, model, and embody the values and purposes as a way to subtly create order and direction.The resources in this assessment also address the idea that what you see is what you get, meaning that we create self-fulfilling prophecies, shaping reality just by deciding what to measure. It is important for leaders to understand that people support what they help create, and if the leaders want implementation, they have to promote ownership through participation. When leaders begin promoting ownership, they view job descriptions and organization charts differently. Their perspective moves toward a holistic approach to the interactions and connections between managers and employees or between departments. In the end, they serve the customer better.


To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community

Appreciative Inquiry: Using an appreciative inquiry, respond to the questions below. Think about leaders who use participation to help a group see potential and create that reality.

Reflect on a specific moment when you experienced a participative leader who helped a group create and achieve something exceptional? Who was there? What were you doing? What was happening?

Describe the things you most valued about:

The leader.

The nature of the work.

The organization’s culture or values.

What do you consider the core factor that gives life to this leadership interaction?

Using what you have described, what three wishes would you make to heighten the vitality and health of your own leadership behavior in the future?

How does your example demonstrate or refute the importance of a leader discussing, modeling, embodying values and direction, or demonstrating how communities shape their reality? What is the importance of participation in ownership?



The following resources are required to complete the assessment.

Capella Resources

Click the links provided to view the following resources:

New Business Realities of the 21st Century.

Thinking Habits of Mind, Heart, and Imagination.


The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

Capella Resources

Click the links provided to view the following resources:

Critical Thinking.

Library Resources

The following e-books or articles from the Capella University Library are linked directly in this course:

Wheatley, M. J. (2006). Leadership and the new science: Discovering order in a chaotic world (3rd ed.). San Francisco, CA: Berrett-Koehler.

Chapters 3 and 4 of this e-book are particularly applicable.

Course Library Guide

A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4012 – Leadership in Organizations Library Guide to help direct your research.

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

Future Search Network. (2012). Future search. Retrieved from

Society for Organizational Learning. (n.d.). Retrieved from


This is the last assessment that is related to your leadership interviews. For this assessment, use the narrative and summary of your interviews to complete the following analysis:

Leadership theory: Summarize the leadership theory that you used to develop your interview questions. Analyze how the questions you asked and the data you collected during the interview support your chosen leadership theory. You might have used servant leadership, Kevin Cashman, Margaret Wheatley, articles from the Center for Creative Leadership, leadership stage theory, or other sources. Demonstrate your understanding of your chosen mastery (personal, purpose, change, interpersonal/being, balance, or action). Use examples from your interviews to demonstrate your mastery topic.

Common Learning Themes: Reread the New Business Realities and the Thinking Habits of Mind, Heart, and Imagination, linked in the Resources. Select one topic from each and discuss its relevance to your experience interviewing leaders. The following are two examples:

New Business Realities: Did the interview reflect the dynamics of transformational change in complex systems in the change mastery questions?

Thinking Habits: Did the interview encourage professional self-development through conversational reflection in the questions on personal mastery?

Self-Reflection: Self-assess your experience as an interviewer. What seemed to work? What did not work? What would you do differently next time? How would you change your explanation of your leadership topic, the medium you chose, or your behavior during the interview, to enhance the quality of your data? What did you learn about interviewing? What did you learn about your topic and its potential for helping leaders examine their leadership skills and characteristics?

Summary Statement: Think about your experience interviewing leaders at this level. Describe the primary lessons you gained from this experience, the value of interviewing leaders, and the impact this approach has on leadership development. Include your recommendations to your current organization or an organization with which you are familiar about the development of leaders at this level and on your mastery topic and the use of interviews to propel personal development.


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