MAN4143 M3 Rasmussen Being Successful Team Leader For this paper assignment, you determine the characteristics of your “invisible mentor” (DAVE SCHULTZ) th

MAN4143 M3 Rasmussen Being Successful Team Leader For this paper assignment, you determine the characteristics of your “invisible mentor” (DAVE SCHULTZ) that makes that person effective and successful at leading teams. Assess the actions, behaviors, and characteristics of your mentor associated with team leadership; do the same for yourself. Then, compare yourself to your mentor and determine how you can develop these leadership characteristics.

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Assessment of the actions, behaviors, and characteristics your “invisible mentor” has that make him/her an effective and successful leader of teams.
Assessment of your own actions, behaviors, and characteristics to be an effective and successful leader of teams.
Comparison between the two:
What is similar?
What is different?
What is the best approach for you to develop these characteristics?

**YOU DON’T HAVE TO DO THE VOICEOVER, JUST PROVIDE ME WITH TALKING NOTES FOR EACH SLIDE**

ATTACHED ARE THE PREVIOUS PARTS OF THE PROJECT Running Head: IDENTIFICATION OF A LEADER
Module 01 Course Project
Identification of Leader
Matthew Marquette
Rasmussen College B492/MAN4143
Author Note
This paper is being submitted on January 6, 2018, for Professor Ronald Curtis
B492/MAN4143 – Online.
1
IDENTIFICATION OF A LEADER
2
Identification of a Leader
The leader whom I believe to be effective and successful is Dave Shultz, my supervisor in
a company I worked with in the past. To date, he remains as one of my greatest leaders I would
like to emulate because of his exceptional leadership qualities. I would choose Dave as my
“invisible mentor” because of his exceptional leadership qualities. Being a social man, he always
led by an example and promoted values of accountability, honesty and integrity in our activities.
No matter his status, he always remained humble and recognized success of our team members.
All the employees loved working under him given that he was respectful and embraced teamwork
in his leadership. He was always committed and had passion in whatever he did.
More importantly, he believed everyone has some unique potential, and always encouraged
everyone to exploit his or her potentials. He was always a patient man, who had an ear for
everyone, and I always empowered our team to give their best through motivation and inspiration.
Being visionary and having a goal-oriented focus, he did his level best to show people can work
together and achieve the best for our company. He was an inspiring figure to everyone, who always
sought to see everyone succeed amidst any challenges. Also, Dave remains my admired “invisible
mentor” based on his creativity and innovation. He could always find a way through difficult
situations and inspire hope where none existed before. Interestingly, besides him being humble,
he exuded a great sense of courage and decisiveness in his plans, and always sought to bring
everyone on board since he cherished teamwork. Further, Dave was a great communicator,
someone who not only communicated concisely and tactfully but also listened attentively, clarified
misunderstandings and asked intelligent questions.
Module 02 Course Project
Assess Leadership Style of Self and Leader
Matthew Marquette
Rasmussen College B492/MAN4143
Author Note
This paper is being submitted on January 13, 2018, for Professor Ronald Curtis
B492/MAN4143 – Online.
MOD 2 project Assess Leadership Style of Self and Leader (leadership course)
1.
An evaluation of the assessment
In evaluating results of the two assessments, they give very comprehensive results on
leadership style. The assessments present various types of leadership styles that one can use to
advance their places of work. On evaluating the assessments am in total agreement with the
results. Multiple careers and professions require different types of leadership styles. This is
because various occupations call for multiple qualities of leadership. A leader can apply a single
form of leadership or combine multiple styles so that they can achieve their professional goals.
In evaluating the assessment one, there are various leadership styles, and each has their
strong points that make them efficient in various professions. To begin with, the energizer style
of leadership entails coming up with a strategic vision and marshaling energy to drive people
especially employees towards achieving the set goals. In bringing people together, there is
definite cooperation towards a task making it easy to reach a set goal. To be successful in this
type of leadership one ought to have specific characteristics. This trait includes being patient.
One has to take time in convincing people to come together and working towards a set goal. This
kind of exercise is surrounded by many challenges which may drive people away from joining
the team.
Thus, patience is vital to a leader. Consequently, one should have the ability to bring
others along with their thinking. In doing so, one must be obvious on what they want others to do
and show the way to achieving the planned activities. More so, the leader must be in a position to
encourage dissent among the people. Some conflicts arise as people perform and they must be
encouraged to continue working towards the goals despite the challenges. Furthermore, the
leader must always focus on the best- and worst-case scenarios that can occur in the course of
doing business. This consideration helps the leader to work on avoiding the worst case scenarios.
Moreover, the leader should identify the differences in their workers and capitalize on those
differences to achieve greatness in their work.
On top of these characteristics, other factors come to play for the leader to thrive in
energizer leadership. The employees need to be visionary to achieve rapid growth in their
activities. People on the organization should be influenced by capitalizing on their relationship.
People should also collaborate in making their respective goal. Also, employees should have
high morale in working towards the goal.
Consequently, there is the supplemental collaborator style of leadership. In this type of
administration, the leaders work on supporting and developing colleagues by placing them in a
position where they can achieve the set goals. In so doing, they can attract talent and encourage
collaboration among the employees. In attaining greatness using this kind of leadership, the
leader must employ certain tactics. To begin with the leader must be in a position to create a
distinct leadership brand. The established leadership brand must be modeled towards achieving
accomplishing the goals of an organization. Furthermore, the leader must set a clear vision and
direction for the employees to follow. This makes it easier to achieve the goals of the body.
Moreover, the leader must facilitate communication among the employee by vocalizing opinions
and perspectives. These way workers can share views on work-related matters enabling them to
achieve success with ease. Also, the leader must be in a position to hold employees accountable
depending on their role and responsibilities in the organization. The leader should ensure that
workers meet their expectation and deadline and if this is not achieved workers should be held
accountable.
In supplemental collaborator style of leadership, achievement can be made when the
leader supports employee’s development and invests in their success. More so, the leader should
teach employees the tricks of the trade to fight off competition and achieve greatness. Lastly, the
leader must employ a collaborative, supportive and relational approach towards the employee.
Lastly, there is the supplemental pilot style of leadership. This method of leadership a
leader generating compelling strategies and translating them into action. The leader must come
up with definite opinions, relish challenges and a productive working team that will help in
translation ideas to activities. In achieving greatness in this style, the leader must possess certain
traits that include ability to make space for others. Creating space for others can be achieved
listening to others and being mindful of others to allow them to contribute their thought towards
the success of the organization. Consequently, the leader must take time to reflect on the
condition of the organization. This kind of reflection enables the leader to make changes in areas
they feel that they need to be changed. The leader should also give other people a chance to lead
in areas that they can achieve excellence. Lastly, on this, the leader should think carefully before
making changes. This way they can evaluate how the organization will be affected and see if
making such changes will be prudent.
The leader will achieve goals if they come up with clear and strategic goals for their
organization. Also, strengthening the workforce makes the group thrive. Lastly, employees
should be given time to complete their work with an expedition.
2. The most effective style for the invisible Mentor
The mentor, in this case, combines various techniques of leadership but the important
style is the supplemental collaborator style of leadership. Dave is depicted as a leader who
collaborates with his colleagues and subordinates as they work. He supervises his workers and
assists them in whatever they do.
The mentors have various traits that depict collaborator type of leadership. To begin with,
he has created a distinct leadership brand that seems entirely different from other brands. Dave is
quite outgoing, and he relates to each and every one. He was able to speak with people of diverse
background in the course of his duties. Also, he never flaunted his powers and usually acted
when relating with other people.
Consequently, Dave is in a position to set clear vision and direction for his colleagues and
especially his juniors. In the course of supervising he tried to correct his employees on things
that they did wrong calmly and soberly. He made it clear on what the workers were supposed to
do and helped them in achieving it.
Furthermore, he was in a position to vocalize and share his opinions and perspectives.
This trait is seen when he advises on advancing the education levels. He encourages his
employees on the benefits of developing their education after finishing their bachelor’s degree.
He was an excellent example to others since he had obtained his master’s degree and owned a
business. He was sure that the workers would not regret if they took his advice and acted on it.
He knew that by continuing with the education, they would be in a position to fine-tune their
skills thus giving good results in their work.
Lastly, Dave is capable of holding others accountable. This is seen in cases where the
workers were not in a position to perform their duties as expected. He made it clear on what was
expected of them and how they would achieve it with much ease. This way the workers can
improve their productivity and quality of output.
3. Assessment on comparing the Invisible Mentor
The leadership style used by the Invisible mentor is apparent. This is because he has
shown a distinct kind of leadership. There various ways in how one can ascertain the comparison
of the leader. To begin with, one can analyze how the leader relates to his employees. Multiple
leaders describe differently to their employees. In the case of Dave, he has flaunted his power to
his employees making it easier for him to relate to them.
Consequently, the way a leader organizes his work tells more about the leader. In the case
of Dave, he makes it clear on the duties and responsibility of every employee and works towards
supervising them to see if they adhere to the set standards of work.
Moreover, comparison of a leader can be made by evaluating how he handles mistakes
committed by the employees. Leaders treat errors differently depending on their nature. In the
case of the invisible mentor, he corrects the mistakes committed by employees most calmly and
humanely. This makes the employee appreciate him and can work comfortably in his presence.
Lastly, comparison of a leader can be made by assessing evaluating their process of
making decisions. Leaders make a choice depending on past experiences and knowledge. Dave
seems to take caution in every decision he makes and seems to think ahead before making a
decision. He helps employees make decisions on furthering their education as he knows the
outcome of knowledge to their work.
Compare Yourself to Your
Invisible Mentor
MODULE 03 COURSE PROJECT
MATTHEW MARQUETTE
RASMUSSEN COLLEGE B492/MAN4143
AUTHOR NOTE
THIS PAPER IS BEING SUBMITTED ON JANUARY
20, 2018, FOR PROFESSOR RONALD CURTIS
B492/MAN4143 – ONLINE.
Analysis of the leadership theory I should portray





Full-Range Theory
According to this leadership theory leaders should
invite employees to take a part in organizational
decision-making (“full range leadership model,”
n.d.).
Leaders show consideration.
Leaders share information and knowledge openly to
stimulate their employees.
Leaders encourages people.
Leaders are influential.
Assessment of the leadership theory my “invisible
mentor” portrays






Dave Shultz
He promoted accountability, honesty and integrity.
Recognized the success of team members.
Encouraged everyone.
Embraced participation in teamwork.
Empowered and inspired team members.
Possessed good communication skills.
Comparison between the two
Similarities
 Encourage others.
 Embrace teamwork.
 Empower others and recognize success.
Differences
Dave Shultz
Me
Patient
Impatient
Good listener
Poor listener
How to adapt the leadership to be more effective
 Learn to be patient
 Practice on how to listen to understand before
responding.
 Learn more about being a good and effective leader.
References
The full range leadership model. (n.d.). Retrieved from
http://www.mynewsdesk.com/se/blog_posts/thefull-range-leadership-model-13176
Module 04 Course Project
Matthew Marquette
Rasmussen College B492/MAN4143
Author Note
This paper is being submitted on January 27,
2018, for Professor Ronald Curtis B492/MAN4143
– Online.
Description of the Change Challenge
• My mentor ( David Schultz) was the Chief Executive Officer in
an organization which dealt with the manufacture and sales of
electric scooters.
• In the recent past, the organization began experiencing severe
cash flow problems
• The company’s sales started declining rapidly, and debtors were
no longer able to repay cash owed to the company.
Explanation of the Barriers and Resistance
• Poor financial performance presented a barrier to securing a
bank loan.
• Cutting down on expenditure on staff salaries faced stiff
resistance from labour movements owing to the tough
economic times.
• Lack of enough cash presented a barrier to financing ongoing
research and development.
Process or Model used to overcome the
Challenge
• David Schultz decided to close all unprofitable branches.
• David Schultz also employed a Marshal Plan aimed at discontinuing
all unprofitable brands of electric scooters.
• In addition to the above Models, David Schultz eliminated laid off
staff with duplicated roles.
• David Schultz automated most of the manufacturing processes to
reduce lead time, cut down costs and improve efficiency.
References
• Avlonitis, G. J. (1983). Ethics and product elimination.
Management Decision, 21(2), 37-45.
• Ryan, L., & Macky, K. A. (1998). Downsizing organizations: Uses,
outcomes and strategies. Asia Pacific Journal of Human
Resources, 36(2), 29-45
• Parthasarthy, R., & Sethi, S. P. (1993). Relating strategy and
structure to flexible automation: a test of fit and performance
implications. Strategic Management Journal, 14(7), 529-549

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