Rasmussen College Contemporary Leadership Paper Needing help with this class! Rubrics are in the files attached. I would greatly appreciate mastery level!

Rasmussen College Contemporary Leadership Paper Needing help with this class! Rubrics are in the files attached. I would greatly appreciate mastery level! Thank you so much!

I’ve also attached my results from the online DISC assessment.

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Part 1 – DISC Assessment


This competency will allow you to demonstrate your ability to discover leadership skills as an individual, group, or at the organizational level and identify these skills through self-practice.


For today’s workforce, collaborating with colleagues is essential for success. Your organization wants you to take a DISC assessment to learn more about your personality style. DISC is a personality assessment tool that focuses on behavioral characteristics that are grouped together into four personality styles. People with similar personality scores tend to exhibit specific behavioral characteristics common to that profile. Each of these personality styles has unique preferences for communication, behavior, and leadership. Being aware of your preferences allows you to better understand how you might react in certain situations. Being aware of others’ preferences allows you to better communicate with those personality styles.

Conduct an Internet search for a free DISC personality test; take the test and save your results, including the web site’s URL.
You will use these results for reflecting on how your personality can affect your decisions in a professional environment.
In 3-4 pages summarize the feedback you receive.
Define the four personality types and how they relate to you.
How will you use the understanding of different personality styles to better communicate and lead?
How could your personality affect your decisions in a professional environment?
Part 2 – How Do I Become the Leader I Want to Be?


This competency will allow you to analyze leadership styles and behaviors and apply them to a personal and/or professional life experiences.


Leadership is either formal or informal, and it is important to discover which one is a better fit for you as you grow in your career. Your company leaders are asking you to identify a specific leadership role that you would someday like to fill (e.g., Supervisor, Manager, Vice President, Individual Contributor, etc.). Once you have determined the type of leader you would like to become, create an action plan for your career to achieve such a position.

In order to successfully determine the type of leader you want to become, answer the following questions in two pages:
Would you describe yourself as a formal or informal leader (and explain traits you possess that would make you a successful formal or informal leader)?
What are some skills you should develop and tactics you should use to be an effective leader?
Create a one-page action plan that addresses the following questions:
Who will you work with as a mentor (just identify the position of a potential mentor) to help you grow into this leadership position and why?
What steps will you take to become the type of leader you want to be in your career and how will you achieve your action plan?
Part 3 – The Best Leader


This competency will allow you to explain and compare various leadership theories.


The company you work for has asked you to prepare a document that categorizes leadership theories. Assume this document will serve as a reference to quickly identify and explain the differences between leadership theories. This document will have two parts:

Prepare a table in Word or Excel identifying at least five Leadership Theories (e.g., Situational Leadership Theory) in the first cell of each row. The following columns should offer 5-6 distinctions (variables/traits) between the varying theories. For example, advantages and disadvantages of each theory could be two of the columns.
Hint: For your Word document or Excel sheet, Rows are horizontal flow (left to right) and Columns are vertical (up and down). In the first cell in each row, list the Leadership Theory (identify at least five). The other 5-6 columns are your choice. Anything you can compare or contrast between the theories will work.
In a two-page report, describe the best leader you have worked for by answering the following questions:
What theories of leadership do you think were most important to this leader and how did this leader make effective use of them?
As a leader, which theories would you two have in common, and which theories would you not use and why?
Part 4 – Creating an Engagement Survey


This competency will allow you to examine the challenges of leading change and identify a real-life situation in which change was successfully implemented.


Your boss needs you to develop an employee engagement survey that consists of 10 questions that will be administered through email to all employees. She hands you the following requirements that must be addressed within the survey:

Organizational commitment type.
Monetary commitment – motivated by money
Continual commitment – robotic employee
Affective commitment – motivated by passion
Leader-member exchange to the supervisor.
What is the relationship between the employee and the supervisor?
Leader-member exchange to the organization.
What is the employee’s relationship to the operation?
Perception of support from the supervisor.
Perception of support from the organization.

Your job is to submit to your boss a questionnaire that contains 10 specific questions that integrate the defined requirements above along with any other necessary information you believe would add value to understanding the employees’ thoughts and feelings about the organization.

Additionally, you need to write a two to three-page summary of why you chose these 10 questions. Include an introduction demonstrating an understanding of organizational commitment, leader-member exchange, and perception of support. Within the body of the summary, provide comparative research with other possible engagement surveys. Lastly, within the conclusion, explain why your survey will add operational value to the organization.

Part 5 – Creating a Bibliography


This competency will allow you to recognize and summarize an example of an effective team and synthesize the elements of a successful leader.


Your boss has asked you to represent the organization by participating in an industry research panel on leadership. There is an expectation that all participants submit required work before the initial meeting.

Your job is to create an annotated bibliography that includes the titles, authors, publishers, copyright dates, and short summaries of ten total research articles. Each summary should be a minimum of one hundred words. Five of the articles should focus on team efficiencies and five on successful leadership. Articles should be no more than 6 years old. Along with the bibliography, you should submit an introductory paragraph describing the process you used for selecting the articles and the criteria you used in your search process.

Use proper APA formatting for the annotated bibliography. The following link is a great resource for writing annotated bibliographies: Annotated Bibliographies, Abstracts, & Appendices

Part 6 – PowerPoint Presentation on Leadership


This competency will allow you to create a plan to develop as a leader and apply this to your personal and/or professional life.


Your boss has asked you to speak at the quarterly board meeting about your research into leadership.

Your task is to develop a PowerPoint presentation that showcases leadership skills and offers professional practice examples. The expectation is eight slides of content (does not include title and reference slides), each containing DETAILED notes with background on theories of leadership and discussion points. The slides should focus on the importance of leadership training and development, as well as include details about your own plan to develop as a leader.

NOTE: Since you are not required to record this presentation, however, I expect your notes to be very detailed, as if you were presenting this presentation to the board. YOU WILL FAIL THIS ASSIGNMENT WITHOUT DETAILED NOTES.

Part 7 – Effective Leadership


This competency will allow you to demonstrate what you have learned about effective leadership by creating a plan to successfully run a small business.


You have become comfortable with contemporary leadership competencies and feel it is time to open your own small business. As a future business owner, you know that all organizations must be well managed and that effective leadership is at the core of ensuring that a business runs smoothly. Reflect on the following questions and write a 6-7 page report to help you solidify your thinking and describe your plan for running a small business.

Refer to the DISC behavioral characteristics you identified for yourself in module 01. How will you use two of these characteristics (i.e., values, culture, mission, and vision) to shape your small business?
Employees are a business’s greatest asset. Refer to the best leader traits/skills/tactics you identified in module 02. How will you mentor the informal and formal leaders that you hire?
Identify the leader theory from module 03 that fits you best. How can this leader theory help you align business goals, customer expectations, and employee objectives?
Refer to the challenges to leading change that you selected in module 04. Identify two of these challenges. How will you address these challenges to minimize risk for your new business?
Utilizing the facilitative leadership skills you studied in module 05, discuss the three facilitative leadership skills that you think are the most important for your business. How will you incorporate what you learned about facultative leadership into your business so that employees can successfully run meetings and projects?
Refer to the leadership skills you presented in module 06, as well as the other concepts you’ve studied in the course (e.g., leader traits, leadership theory, and facilitative leadership skills). How will you use these to ensure effective leadership in your small business? DISC & MOTIVATORS REPORT FOR
Joni Filibeck
Copyright © 1996-2019 A24x7 & Behavioral Resource Group (BRG)
DISC is a simple, practical, easy to remember and universally applicable model. It focuses on individual patterns of
external, observable behaviors and measures the intensity of characteristics using scales of directness and openness
for each of the four styles: Dominance, Influence, Steadiness, and Conscientious.
Your DISC Style: Formalist – CS
Formalist rely upon procedure and structure in all aspects of life. They are detailed oriented and seek perfection.
They need to know the expectations and the timetable for their work. They can get bogged down in detail and will
not rush important decisions. They will take a risk if they have the facts to support it. They may be initially suspicious
of personal compliments, praise or flattery.

Emotionally: Internally focuses energy on holding themselves to exacting standards and doing things right; may
appear reserved and restrained.

Your goal: To achieve stable and reliable accomplishments.

How you value others: The consistent ability to be precise and accurate.

How you influence a group: Through detailed and accurate input to team efforts.

The value you bring to an organization: Will embrace and support high quality and expected standards.

Cautions: Rely too much on past procedures; can become rule bound.

When under pressure: May revert to too much diplomacy and overly careful maneuvering.

What you fear: Aggressive, risky and confronting interactions; superficial personal relationships.
Copyright © 1996-2019 A24x7 & Behavioral Resource Group (BRG)
An Overview of Your DISC Style
Below are some key behavioral insights to keep in mind and share with others to strengthen your relationships.
You tend to evaluate others by how well they implement and execute procedures, standards, and quality action. You
hold others accountable to the same high standards that you maintain for yourself. Those who demonstrate these
high standards (as you know, they are somewhat rare) are individuals that you will tend to hold in esteem.
Your response pattern on the instrument indicates that you persuade others by careful attention to detail, and
through facts, data, and logic, rather than emotion. People can depend on you to present a case that is logical and
supportable. This is the primary strength that you bring to a team or organization when at the decision-making table.
Your response pattern on the instrument indicates that you appreciate the security of efficient systems and
procedures, and strive to maintain or improve them to the highest possible standards. This also might mean that you
spend more time thinking about various processes and procedures than others on the team, and as a result, may act
as an oracle for those who are uncertain. They ask you because they know you’ll have the correct answer, but you
may wonder why they didn’t learn the correct procedure in the first place.
You take calculated, educated risks only after a thoughtful analysis of the facts and data, and after you have
examined all options and potential outcomes. This is a strength. However, when the team has a deadline, you could
be perceived as a bottleneck to the process. Not maliciously, but because you want to analyze the facts and data and
determine all possible outcomes as a result of a decision. Be aware of this, and be prepared to abbreviate the analysis
a bit when the clock is ticking.
You are very conscientious and attentive to follow through in working on detailed projects and complex assignments.
Others on the team can depend on you and the efforts you provide to make the project a success. Some on the team
may not realize all of the work you have done, and all the thought you have given to the project, because much of it
might have been done behind the scenes. To maintain your own sense of accomplishment, be certain that others on
the team know what you’re doing for them in the background. Your modesty may make this a challenge, but you
should always find a time and place to make sure your efforts are being recognized.
You tend to judge others by objective standards, and prefer to be evaluated by specific criteria, preferably provided
in writing. For you, things are more clear and well-defined when written down. When evaluation time comes, your
preference is a list of specific criteria, or a rubric that is specific and unambiguous.
Copyright © 1996-2019 A24x7 & Behavioral Resource Group (BRG)
An Overview of Your Motivators
Aesthetic – Strong desire and need to achieve equilibrium between the world around us and ourselves (within) while
creating a sustainable work/life balance between the two. Creative, imaginative, arty, mystical and expressive, this style may
redefine or resist real world approaches to current challenges.
Based on your Motivators assessment Aesthetic score: You will balance yourself between creative alternatives and practical
approaches without being extreme in either dimension.

You can appreciate others’ needs to express their creativity.
You can work well with others to create and transform.
You keep impractical and creative/mystical types grounded.
You work equally well with practical and imaginative, self-expressive types.
Economic – The motivation for security from self-interest, economic gains, and achieving real-world returns on personal
ventures, personal resources, and focused energy. The preferred approach of this motivator is both a personal and a
professional one with a focus on ultimate outcomes.
Based on your Motivators assessment Economic score: You are not driven by monetary rewards or being “first” and may lack
the emotional initiative necessary to compete with those around you.

You score in a range that indicates a lower interest in gaining material wealth.
You may be sensitive to inequities and injustices and will not want to be a victim to others demands.
You are not driven by monetary rewards and competitive frameworks.
You may believe money is for spending on things you want.
Individualistic – Need to be seen as autonomous, unique, independent, and to stand apart from the crowd. This is the
drive to be socially independent and have opportunity for freedom of personal expression apart from being told what to do.
Based on your Motivators assessment Individualistic score: You will seek independence, freedom, and positions of autonomy
where you can freely express and display your reasoning.
• You’ll likely take the necessary risks depending upon your appetite for jumping off the cliff and building your wings on the
way down.
• You will likely have out-of-the-box ideas and want to share them.
• If you were a penny in a jar of 500 pennies, you’d need to be the red one.
• You really enjoy doing your own thing your own way.
Power – Being seen as a leader, while having influence and control over one’s environment and success. Competitiveness
and control is often associated with those scoring higher in this motivational dimension.
Based on your Motivators assessment Power score: You can mediate all available ideas without an excessive need to control

You will likely be on board with leaders who are competent, but may struggle with leaders who seem unskilled.
You can be both cooperative and competitive depending on the situation at hand.
You’re a stabilizing force in normal team operations and will lead if necessary, but you don’t need to.
You are able to understand both aggressive and passive leaders.
Copyright © 1996-2019 A24x7 & Behavioral Resource Group (BRG)
An Overview of your Motivators – Continued
Altruistic – An expression of the need or energy to benefit others at the expense of self. At times, there’s genuine sincerity
in this dimension to help others, but not always. Oftentimes an intense level within this dimension is more associated with
low self-worth.
Based on your Motivators assessment Altruistic score: You connect personally before connecting professionally and are
always willing to lend a hand.

You connect personally before you connect professionally with most people.
You are likely very benevolent and sincere.
You find value in what you do for others as opposed to what they can do for you.
Selfish people probably turn you off.
Regulatory – A need to establish order, routine and structure. This motivation is to promote a black and white mindset and
a traditional approach to problems and challenges through standards, rules, and protocols to color within the lines.
Based on your Motivators assessment Regulatory score: You believe there’s always another way when the current situation
changes or roadblocks are apparent.

You will likely hate it when people refuse to believe things they simply don’t understand.
You might imagine jumping off a cliff and building your wings on the way down.
Once you know what to do, you’ll pull the trigger and not worry about the consequences.
You likely have many questions and will do whatever it takes to get them answered.
Theoretical – The desire to uncover, discover, and recover the “truth.” This need to gain knowledge for knowledge sake is
the result of an “itchy” brain. Rational thinking (frontal lobe), reasoning and problem solving are important to this dimension.
This is all about the “need” to know why.
Based on your Motivators assessment Theoretical score: You can rely on both new information and what has worked in the
past when making decisions.

You will likely learn what you need to learn in order to get to the next step.
You understand that investigation is necessary, but you will rarely over-investigate any issue.
You want to know why, but won’t let it get in your way of getting things done.
You are more of a broad-minded person and less a detailed person when it comes to finding out why.
Copyright © 1996-2019 A24x7 & Behavioral Resource Group (BRG)
A General Overview of the Four DISC Styles
The Dominant ‘D’ Style: look at my accomplishments!
Goals and Fears
Dominant ‘D’ Styles, driven by the inner need to lead and be in personal control, take charge of people and situations
so they can reach their goals. Since their key need is achieving, they seek no-nonsense, bottom line results. Their
motto is: “Lead, follow, or get out of the way.” They want to win, so they may challenge people or rules. Similarly,
Dominant ‘D’ Styles also accept challenges, take authority, and go head first into solving problems. Closely related to
Dominant ‘D’ Styles’ goals are their fears: falling into a routine, being taken advantage of, and looking “soft”. So, they
may go to extremes to prevent those fears from materializing. They may act impatient, but they make things happen.
“Do as I say”
Since Dominant ‘D’ Styles need to have control, they like to take the lead in both business and social settings. As
natural renegades, they want to satisfy their need for autonomy. They want things done their way or no way at all.
Strengths and weaknesses
They work quickly and impressively by themselves. They try to shape their environments to overcome obstacles en
route to their accomplishments. They seek maximum freedom to manage themselves and others, using their
leadership skills to become winners. They often have good administration and delegation skills.
These assertive types tend to appear cool, independent, and competitive. They opt for measurable results, including
their own personal worth, as determined by individual track records. Of all the types, they like and initiate changes
the most. We symbolize this personality type with a lion–a leader, an authority. At least, they may, at least, have the
inner desires to be #1, the star, or the chief.
Less positive Dominant ‘D’ Style components include stubbornness, impatience, and toughness. Naturally preferring
to take control of others, they may have a low tolerance for the feelings, attitudes, and “inadequacies” of co-workers,
subordinates, friends, families, and romantic interests.
From general to specific
Dominant ‘D’ Styles process data conceptually by using deductive reasoning–from general to specific information.
They are more comfortable using the left brain more than the right. When combined with their need for control, this
helps us better understand the emphasis on getting down to the bottom-line results.
Masters of “mind control”
They are adept at blocking out distractions when they immerse themselves in projects. They don’t hear voices, sirens,
or doorbells. They seem to channel all their energies into specific jobs.
Venting relieves their tension
Under pressure, Dominant ‘D’ Styles are likely to rid themselves of anger by ranting, raving, or challenging others.
They naturally react to tense situations with a fight response. Although this venting allows the relief of their own
inner tensions, other styles may feel intimidated by this stress reducing practice. But the Dominant ‘D’ Styles’ barks
usually exceed their bites, and they may soon forget what specifically upset them in the first place.
Copyright © 1996-2019 A24x7 & Behavioral Resource Group (BRG)
The Interacting ‘I’ Style: hey, look at me!
Outgoing, Supporting, Interacting ‘I’ Styles
Interacting ‘I’ Styles like to go where the action is. Typically, they are outwardly energetic or fast-paced, and
relationships tend to naturally take priority over tasks. They try to influence others in an optimistic, friendly way
focused on positive outcomes, whether in the social or work environment. In other words, if they show others that
they like them, they figure others will be more likely to reciprocate by responding favorably towards them. Since
recognition and approval motivate him, he often moves in and around the limelight and hub of activity.
Goals and Fears
He wants your admiration and thrives on acknowledgment, compliments, and applause. “It’s not just whether you
win or lose. . .it’s how you look when you play the game.” People’s admiration and acceptance typically mean more
to this type than to any other. If you don’t talk about him, he may spend considerable time talking about his favorite
subject–himself–to gain the acceptance he wants. His biggest fear is public humiliation–whether appearing
uninvolved, unattractive, unsuccessful, or unacceptable to others. These frightening forms of social rejection
threaten the Interacting ‘I’ Style’s core need for approval. Consequently, he may go to extremes to avoid public
humiliation, lack of inclusion, or loss of social recognition.
Strengths and weaknesses
Interacting ‘I’ Styles’ primary strengths are their enthusiasm, persuasiveness, and friendliness. They are idea people
who have the ability to get others caught up in their dreams. With great persuasion, they influence others and shape
their environments by building alliances to accomplish results. Then they seek nods and comments of approval and
recognition for those results. If compliments don’t come, Interacting ‘I’ Styles may invent their own. “Well, Harry, I
just feel like patting myself on the back today for a job well done!” They are stimulating, talkative, and
communicative. This type can be represented by a porpoise–playful, sociable, and talkative.
Their natural weaknesses are too much involvement, impatience, being alone, and short attention spans. This causes
them to become easily bored. When a little data comes in, Interacting ‘I’ Styles tend to make sweeping
generalizations. They may not check everything out, assuming someone else will do it or procrastinating because
redoing something just isn’t exciting enough. When Interacting ‘I’ Styles feel they don’t have enough stimulation and
involvement, they get bored and look for something new again. . .and again. . .and again. When taken to an extreme,
their behaviors can be seen as superficial, haphazard, erratic, and overly emotional.
“Let me entertain you!”
If they pursue the entertainment field for careers, Interacting ‘I’ Styles typically allow their natural, animated
emotions to show and flow. They become stimulated by the movement and reactions of the audience, trying to get
the audience to figuratively fall in love with them by acting charming and friendly. They want viewers to feel, “He (or
she) is fabulous!”
Copyright © 1996-2019 A24x7 & Behavioral Resource Group (BRG)
The Steady ‘S’ Style: notice how well-liked I am
Goals and fears
Steady ‘S’ Styles seek your sincere personal attention and acceptance of them. Steadiness and follow-through actions
characterize these people. They prefer a slower and easier pace. They focus on building trust and getting acquainted
because they aim for long-standing personal relationships. Pushy, aggressive behavior secretly irritates them.
They strive for security. Their goal is to maintain the stability they prefer in a more constant environment. To Steady
‘S’ Styles, while the unknown may be an intriguing concept, they prefer to stick with what they already know and
have experienced. “Risk” is an ugly word to them. They favor more measured actions, like keeping things as they
have been and are, even if the present situation happens to be unpleasant due to their fear of change and
disorganization. Consequently, any disruption in their routine patterns can cause distress in them. A general worry is
that the unknown may be even more unpleasant than the present. They need to think and plan for changes. Finding
the elements of sameness within those changes can help minimize their stress to cope with such demands.
Strengths and weaknesses
Steady ‘S’ Styles naturally “wear well” and are an easy type to get along with. They prefer stable relationships which
don’t jeopardize anyone, especially themselves. Steady ‘S’ Styles can be represented by the koala with its
accompanying slower, steady pace; relaxed disposition; and appearance of approachability and warmth. Steady ‘S’
Styles have a tendency to plan and follow through. This helps them to routinely plug along. But they have their own
type of unique difficulties with speaking up, seeming to go along with others or conditions, while inwardly, they may
or may not agree. More assertive types might take advantage of this Steady ‘S’ Style tendency to give in and avoid
confrontation. Additionally, Steady ‘S’ Styles’ reluctance to express themselves can result in hurt feelings. But if
Steady ‘S’ Styles don’t explain their feelings, others may never know. Their lack of assertiveness can take a toll on this
type’s health and well-being.
Take it slow
Steady ‘S’ Styles yearn for more tranquility and security in their lives than the other three types. They often act
pleasant and cooperative, but seldom incorporate emotional extremes such as rage and euphoria in their behavioral
repertoire. Unlike Interacting ‘I’ Styles, Steady ‘S’ Styles usually experience less dramatic or frequently-occurring
peaks and valleys to their more moderate emotional state. This reflects their natural need for composure, stability,
and balance.
“Just plain folks”
Steady ‘S’ Styles lend a tone of continuity, coziness, and project a genuine liking and acceptance of others. They are
comfortable people to watch and listen to who emanate that “I’m just a regular person” modesty. They put on no
airs and project contentment with present conditions–just as they are and always have been.
Copyright © 1996-2019 A24x7 & Behavioral Resource Group (BRG)
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