Business Finance : leadership profile final project

I need a 11 page paper written in 10 days. Non Plagiarized.

Can you help.

here is everything about it.

Week 10: Final Project The Final Project is due by Day 7 of Week 10.

The analysis should include, but is not limited to, an in-depth examination of the leader, including the following sections:

Section I: Introduction (3–5 pages) The introduction will include the context within which the leader works: • A description of the leader’s organization (e.g., the organization’s mission, main stakeholders, constituents, similar organizations). Note: Do not use the actual name of the organization or identifying details. • A description of the setting (e.g., geographical, cultural, socioeconomic) and why it is relevant to the operation of the organization • Any other information about the organization or related background that you think is important to understanding the organization and the leader

Section II: Body (9–10 pages) • Write a brief profile of the leader you selected. Describe the leader's contributions to the organization(s) o Stakeholders (e.g., “followers,” employees, other leaders, community members) o Overall community o Society, if applicable • Provide an example of a situation in which the interviewee demonstrated his or her management abilities. Then provide an example of a situation in which the interviewee demonstrated his or her leadership abilities. Finally, provide an example of where the interviewee believes he or she could have demonstrated management or leadership abilities more successfully, and why. • Provide an example of management strategies the leader used to address an organizational problem (e.g., communicating across the organization, dealing with budget crisis or shortfalls, working with community stakeholders, dealing with team conflicts) • Explain specific behaviors the leader engaged in that were appropriate and that contributed to his or her success. • Use leadership theory(ies) to explain why the behaviors described led to success. • Describe the leader's style, and provide examples that support your assertion. • Summarize what you believe to be the leader's strengths and weaknesses as a leader. • Identify and describe a potential or actual ethical or legal issue the leader or to a situation in which the leader was engaged. (Please be sure to ensure the confidentiality of your interview by leaving out identifying details.)

Conclusion: (3 pages) • Provide recommendations to improve the leader's effectiveness within a public or nonprofit organization. • Describe a plan of action that tells specifically how you would implement your recommendations. Explain how your plan of action is Efficient, Feasible, Ethical References should include at least eight scholarly references from academic and professional journals (other than those provided in the Learning Resources), organizational literature, and interviews with key organizational actors and experts.

References:

Organizational Management and Leadership Abonyi, G., & Van Slyke, D. M. (2010). Governing on the edges: Globalization of production and the challenge to public administration in the twenty-first century. Public Administration Review, 70, S33–S45. Alahmad, A. (2010). To be ethical or not to be: An international code of ethics for leadership. Journal of Diversity Management, 5(1), 31–35. Andersen, J. A. (2010). Public versus private managers: How public and private managers differ in leadership behavior. Public Administration Review, 70(1), 131- –141. Beckwith, S. L. (2006). Publicity for nonprofits generating media exposure that leads to awareness, growth, and contributions [electronic resource]: Chicago, IL: Kaplan. Bellé, N. (2014). Leading to make a difference: A field experiment on the performance effects of transformational leadership, perceived social impact, and public service motivation. Journal of Public Administration Research and Theory, 24(1), 109– 136. Bennis, W. (2007). The challenges of leadership in the modern world: Introduction to the special issue. American Psychologist, 62(1), 2–5. © 2015 Laureate Education, Inc. Page 1 of 8 Bennis, W. (2010). Art of followership. Leadership Excellence, 27(1), 3–4. Berry, F. S. (2007). Strategic planning as a tool for managing organizational change. International Journal of Public Administration, 30(3), 331–346. Bons, P. M., & Fiedler, F. E. (1976). Changes in organizational leadership and the behavior of relationship- and task-motivated leaders. Administrative Science Quarterly, 21(3), 453–473. Boyne, G. A. (2002). Public and private management: What’s the difference? Journal of Management Studies, 39(1), 97–122. Changing Minds. (n.d.). Followership. Retrieved February 10, 2014, from http://changingminds.org/ disciplines/leadership/ followership/followership.htmChantel, C. U. (2007). What followers want from leaders: Capitalizing on diversity. Nonprofit World, 25(5), 15–16. Chong, E., & Wolf, H. (2010). Factors influencing followers’ perception of organisational leaders. Leadership & Organization Development Journal, 31(5), 402–419. Cohen, S., Eimicke, W., & Heikkila, T. (2013). The effective public manager: Achieving success in government organizations (5th ed.). San Francisco, CA: Jossey-Bass. Cooper, T. L. (1987). Hierarchy, virtue, and the practice of public administration: A perspective for normative ethics. Public Administration Review, 47(4), 320–328. De Graaf, G. (2011). The loyalties of top public administrators. Journal of Public Administration Research and Theory, 21(2), 285–306. Dunn, W. N., & Miller, D. Y. (2007). A critique of the new public management and the neo-Weberian state: Advancing a critical theory of administrative reform. Public Organization Review, 7(4), 345–358. © 2015 Laureate Education, Inc. Page 2 of 8 Eidenmuller, M. E. (n.d.). American rhetoric: Top 100 speeches. Retrieved February 10, 2014, from http://www.americanrhetoric. com/top100speechesall.htmlEntwhistle, T. (2011). For appropriateness or consequences? Explaining organizational change in English local government. Public Administration, 89(2), 661–680. Farazmand, A. (2009). Building administrative capacity for the age of rapid globalization: A modest prescription for the twenty-first century. Public Administration Review, 69(6), 1007–1020. Garcia, J., Bladen, A., & John, S. (2010). Top down doesn’t drive the bottom line. Chief Learning Officer, 9(12), 70–73. Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458–476. Haque, S., & Pathrannarakul, P. (2013). E-Government towards good governance: A global appraisal. Journal of E-Governance, 36(1), 25–34. Howell, E. (2013). Columbia disaster: What happened, what NASA learned. Retrieved from http://www.space.com/19436- columbia-disaster.htmlJaskyte, K. (2012). Boards of directors and innovation in nonprofit organizations. Nonprofit Management & Leadership, 22(4), 439–459. Jenks, L. H. (1960). Early phases of the management movement. Administrative Science Quarterly, 5(3), 421–447. © 2015 Laureate Education, Inc. Page 3 of 8 Johnson III., P., & Bonnego, E. (2009). Public administration and the increased need for cultural competencies in the twenty-first century. Administrative Theory and Praxis, (M. E. Sharpe), 31(2), 206–221. Kelly, D., & Lewis, A. (2009). Human service sector nonprofit organization’s social impact. Business Strategy Series, 10(6), 374–382. Klijn, E., & Koppenjan, J. (2012). Governance network theory: past, present and future. Policy & Politics, 40(4), 587–606. Lacayo, R., & Ripley, A. (2002, Dec. 22). Persons of the Year 2002: Cynthia Cooper, Colleen Rowley, and Sherron Watkins. Retrieved from http://www.wanttoknow.info/ 021222time.personofyearLaureate Education. (2014). Decision making in the federal government: The Wallace S. Sayre Model. Baltimore, MD: Author. Laureate Education (Producer). (2014a). Ethics and the law [Video file]. Retrieved from https://class.waldenu.eduLaureate Education (Producer). (2014b). Followers and change management [Video file]. Retrieved from https://class.waldenu.eduLaureate Education (Producer). (2014c). Foundations of leadership [Video file]. Retrieved from https://class.waldenu.eduLaureate Education (Producer). (2014d). Foundations of management [Video file]. Retrieved from https://class.waldenu.eduLaureate Education (Producer). (2014e). Management and the organizational environment [Video file]. Retrieved from https://class.waldenu.edu© 2015 Laureate Education, Inc. Page 4 of 8 Laureate Education (Producer). (2014f). Management and external groups [Video file]. Retrieved from https://class.waldenu.eduLaureate Education (Producer). (2014g). Organizational management and leadership: Course preview and course introduction [Video file]. Retrieved from https://class.waldenu.eduLaureate Education (Producer). (2014h). Outsourcing and globalization [Video file]. Retrieved from https://class.waldenu.eduLaureate Education (Producer). (2014i). Public management reform and reinventing government [Video file]. Retrieved from https://class.waldenu.eduLaureate Education (Producer). (2014j). Strategic planning and implementation [Video file]. Retrieved from https://class.waldenu.eduLevasseur, R. E. (2001, Jul./Aug.), People skills: change management tools—Lewins’s change model. Interfaces, 31(4) 71–73 Lewis, A. (2012). Finding a model for managing change. Training & Development, 39(5), 6–7. Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370– 396. McNamara, C. (n.d). All about strategic planning. Retrieved February 20, 2014, from http://managementhelp.org/ strategicplanning/index.htmMenzel, D. C. (2009). In pursuit of ethical governance. Public Manager, 38(2), 30–35. Moore, M., & Hartley, J. (2008). Innovations in governance. Public Management Review, 10(1), 3–20. © 2015 Laureate Education, Inc. Page 5 of 8 National Center for Cultural Competence (n.d.). Retrieved February 10, 2014, from http://nccc.georgetown.edu/ index.htmlNorthouse, P. G. (2016). Leadership: Theory and practice. (7th ed.). Thousand Oaks, CA: Sage. Osborne, D. T. (1993). Reinventing government. Leadership Abstracts, 6(1), 2–3. Osborne, S. P. (2006). The new public governance?1 Public Management Review, 8(3), 377–387. Packard, T., Patti, R., Daly, D., & Tucker-Tatlow, J. (2012). Organizational change for services integration in public human service organizations: Experiences in seven counties. Journal of Health and Human Services Administration, 34(4), 471–525. Page, S. E. (2007). Making the difference: Applying a logic of diversity. Academy of Management Perspectives, 21(4), 6–20. Perry, J. L., Hondeghem, A., & Wise, L. R. (2010). Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future. Public Administration Review, 70(5), 681–690. Peters, B. G. (2009). Still the century of bureacracy? The roles of public servants. Viesoji Politika Ir Administravimas, 30, 7–21. Rice, M. F. (2008). A primer for developing a public agency service ethos of cultural competency in public services programming and public services delivery. Journal of Public Affairs Education, 14(1), 21–38. Rowley, S., Hossain, F., & Barry, P. (2010). Leadership through a gender lens: How cultural environments and theoretical perspectives interact with gender. International Journal of Public Administration, 33(2), 81–87. © 2015 Laureate Education, Inc. Page 6 of 8 The Center for American and International Law. (2012). Ethical courage award. Retrieved from http://www.cailaw.org/ilea/ ethicsaward.htmlTrinka, J. (n.d.). What’s a manager to do? From GovLeaders.org. Retrieved from http://govleaders.org/whats_a_ manager_to_do.htmTuomo, T. (2006). How to be an effective charismatic leader: Lessons for leadership development. Development and Learning in Organizations, 20(4), 19–21. Tummers, L., Steijn, B., & Bekkers, V. (2012). Explaining the willingness of public professionals to implement public policies, content, context, and personality characteristics. Public Administration, 90(3), 716–736. Tyler, T., Dienhart, J., & Thomas, T. (2008). The ethical commitment to compliance: Building value-based cultures. California Management Review, 50(2), 31–51. Van Wart, M. (1996). The sources of ethical decision making for individuals in the public sector. Public Administration Review, 56(6), 525–533. Vigoda-Gadot, E. (2007). Citizens’ perceptions of politics and ethics in public administration: A five-year national study of their relationship to satisfaction with services, trust in governance, and voice orientations. Journal of Public Administration Research & Theory, 17(2), 285–305. Walden University Online Writing Center. (n.d.) APA style. Retrieved February 18, 2014, from http://writingcenter.waldenu. edu/APA.htmWeerawardena, J., & Mort, G. S. (2012). Competitive strategy in socially entrepreneurial nonprofit organizations: Innovation and differentiation. Journal of Public Policy & Marketing, 31(1), 91–101. © 2015 Laureate Education, Inc. Page 7 of 8 Williams, E. A., Pillai, R., Deptula, B., & Lowe, K. B. (2012). The effects of crisis, cynicism about change, and value congruence on perceptions of authentic leadership and attributed charisma in the 2008 presidential election. The Leadership Quarterly, 23(3), 324–341. Winchell, Sr., T. E. (2013). The limitations of applying private-sector models to federal operations. Public Manager, 42(3), 65–67. Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26(4), 66–85.

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