MGT601_Dynamic Leadership_ Assessment 1 Part B Page 1 of 7
ASSESSMENT 1 PART B BRIEF
Subject Code and Title MGT 601 Dynamic Leadership
Assessment Assessment 1, Part B: Reflexive Report
Individual/Group Individual
Length Up to 2,000 words
Learning Outcomes
a) Explore and reflect on self- development as a leader to
uild self-awareness
) Through critical reflection on key leadership theories
develop a personal leadership development strategy.
c) Analyse and develop the capacity to influence,
motivate and inspire others in your workplace and/o
community organisations.
Submission By 11:55pm AEST/AEDT Friday at end of Module 3.2
(Week 6)
Weighting 30%
Total Marks 100 marks
Context:
The learning design of this subject is to focus on your own leadership journey and not to
study leadership as some remote, theoretical concept that applies to other people. This
assessment enables you to build self-awareness and a clear sense of how you came to be
the person and emerging leader that you are today. It encourages deep reflection on your
life and leadership journey to your present position. It helps you to increase your
understanding of your cu
ent leadership capabilities and potential. The assessment
equires you to establish a mentoring relationship with another student in the class so that
you can provide mutual learning support and exchange constructive feedback with each
other.
MGT601_Dynamic Leadership_ Assessment 1 Part B Page 2 of 7
Your Task:
Your task in Assessment 1 Part B is to reflect on you own leadership journey up until now,
your cu
ent role or position, how you influence others, how you lead, contribute to or react
to organisational and cultural changes and your cu
ent level of self-awareness and self-
confidence to lead others in your organisation and/or community.
Assessment 2, which is due at the end of the subject, builds on the first and asks you to
prepare a plan for the next stage of your leadership journey. The assessments are
integrated pieces of work and you should bear in mind the final part as you work on this
part. All assessments need to be strongly based on the established theories and models of
leadership to help you interpret and explain your leadership challenges.
Working with Your Partner:
Partners will be allocated by your Learning Facilitator after you post your personal
introduction on the “Welcome and Introductions” Discussion Forum. Partners will
e allocated on the basis of maximum diversity of backgrounds to enrich your
learning experience. Where possible, partners will be in similar time zones. More
detailed guidelines for working with your partner are provided at the end of this
section.
• You should include a summary of the feedback you receive from your partne
and others, combined with your reflection and interpretation of this feedback in
the context of your leadership journey.
• You may wish to also include a summary of the feedback that you gave you
partner and reflect on it. Feedback often says as much about the person who
gives as the person who receives it. The feedback summaries can be included as
appendices, where they will not be included in the word count.
While the assessment includes feedback from the interaction with your partner,
each person is to submit his or her own, individual report.
More detailed guidelines for working with your partner are shown at the end of this
ief.
Possible Structure:
A possible structure for your report is shown below. This is a suggestion only and is not
mandatory. Other structures would be appropriate, provided that they enable you to
demonstrate your learning according to the ru
ic shown in the
ief for the first
assessment.
MGT601_Dynamic Leadership_ Assessment 1 Part B Page 3 of 7
1. A clear logic flow, using a “Contents” page and section headings, will help you
eaders to follow your thinking.
2. The use of an “Executive Summary” as a précis or abstract of your report.
3. An “Introduction” to set the context
4. The body of your report should address the following issues. The percentages in
ackets indicate a suggested proportional length of each section.
• Who has recognised your leadership in the past? This is not about jobs you have held,
this is about recognising the people you have influenced. (10%)
• Key “moments of truth” in your background to date. This should not be a chronology o
a CV. It is a reflection on a small number of the most influential aspects or turning points
in the establishment of your natural leadership behaviours. This is not to be fictional o
invented – please reflect deeply on the nature of your interactions with others around
you over time and consider the moments when you felt empowered or aligned with the
moment. (15%)
• Summarise the results of two other personality or leadership style inventories that you
have completed, and your interpretation of the results. Are they basically aligned with
the results from Gallup? Identify and explain any variances you identify. (15%)
• Explain the process of giving and receiving constructive feedback with a peer, and the
outcomes and the of that activity. (15%)
• The implications of the feedback and your reflection on its significance. It could include
your preliminary thinking on how you might use these insights in future, to be expanded
in your second submission. (25%)
• Links to theory and conceptual frameworks discussed specifically in the topics in this
subject that relate to your experiences and feedback. This is to happen throughout the
eport and be consistent with the topic areas of this subject. The important point is that
you anchor your submission with appropriate models or theories that have been
presented in this subject as a minimum. (20%)
5. A “Conclusion” to capture your key learnings is desirable in a business subject.
Detailed, supporting information such as psychometric results and planning
templates should be placed in an appendix, where they will not be included in the
word count.
Reflexive Writing - First Person:
MGT601_Dynamic Leadership_ Assessment 1 Part B Page 4 of 7
You should write in the first person, because this is about YOU, your reflections and your
interpretations. (eg “I considered this advice to be….. because it had a big impact on
my……..and it helped me to understand my………..”).
Try to be as specific as possible, use
ief examples to illustrate your points and try to select
examples that enable you to demonstrate learning against the attributes in the ru
ic.
All other principles of academic writing apply, including strict referencing,
acknowledgement of the work of others and avoidance of plagiarism.
Referencing:
You should include a list of specific references that you have actually used in your
eport. For this assessment, a minimum of three journal articles, academic papers or
textbooks is expected. References to any secondary sources or web sites are
additional. The reference list and Executive Summary (if you choose to use one) and
any appendices will not be included in the word count.
It is essential that you use appropriate APA style for citing and referencing research.
Please see more information on referencing here
http:
li
ary.laureate.net.au
esearch_skills
eferencing
Submission Instructions:
Submit your Self-Reflective Analysis in Assessment 1 Part B submission link in the
Assessment section found in the main navigation menu of the subject Blackboard site. A
u
ic will be attached to the assessment. The Learning Facilitator will provide feedback via
the Grade Centre in the LMS portal. Feedback can be viewed in My Grades.
Marking Ru
ic:
Your reports will be marked against the ru
ic which is show on the next pages. Please
ensure that your submission addresses all five of the Assessment Attributes in the ru
ic.
Guidelines for Working with Your Partner
http:
li
ary.laureate.net.au
esearch_skills
eferencing
MGT601_Dynamic Leadership_ Assessment 1 Part B Page 5 of 7
The following information should help you to start to build a mentoring relationship with
your partner.
In commencing the relationship, it will be helpful to work through the following steps:
1. Make initial contact through the “Group” facility on the home screen. Your Learning
Facilitator will advise you of your Group number after you have posted a personal
introduction on the “Welcome and Introductions” Discussion Forum.
2. Establish an oral confidentiality agreement with each other so that you are both
clear that you will not disclose personal information to others. It is appropriate to
describe concepts, learnings and insights about the leadership journey of yourself
and your partner in your assessment submission but not personal details that can be
identified with an individual.
3. Agree on how you will communicate with each other. You can use a range of tools
within the “Group” facility on Blackboard, including emails, blogs, wikis, file
exchange etc. Only you and your partner will have access to your group tools. You
may prefer to establish a separate text or voice channel, such as Skype, if you prefer.
4. Provide your partner with
ief background details on your role, employment and
cu
ent leadership challenge to set the context.
5. Provide more detailed information on your personal leadership journey and cu
ent
challenges. The questions in the paper by George et al on Authentic Leadership are
a good starting point for you and also to ask your partner about. You can also share
the contents of your reflexive journal.
6. Listen carefully to your partner’s story and cu
ent challenges, probe respectfully to
encourage deeper reflection and understanding and suggest alternative approaches
where appropriate. Please respect each other’s boundaries and do not go beyond
what each is comfortable to disclose. This is intended to be mentoring and not
psychotherapy!
7. As you progress through the modules, record any insights about your leadership
journey in your reflexive journal. You may wish to exchange journals or a summary
of key points with your partner.
8. In asking and learning about your partner’s leadership journey, it is likely that you
will develop deeper insights into your own journey.
MGT601_Dynamic Leadership_ Assessment 1 Part B Page 6 of 7
Learning Ru
ic: Assessment 1B Reflexive Report
Assessment
Attributes
Fail (Unacceptable)
0-49%
Pass
(Functional)
50-64%
Credit
(Proficient)
65-74%
Distinction
(Advanced)
75 -84%
High Distinction
(Exceptional)
85-100%
REFLECTION & SELF
AWARENESS
30%
Little or no reference to
own experiences or
observations on
leadership.
Occasional references to
own experiences and
learnings about leadership.
Frequent references to own
leadership experiences or
observations, with reflection
on outcomes and learning