The organization can be a business or a nonprofit

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For this task, you will write a paper on an existing organization with which you have had personal experience. The organization can be a business or a nonprofit, and you may represent any level of the organization (e.g.,

team, department, division, whole) in your analysis.

You will first describe the chosen organization. Your description of the organization should convey personal

experience, rather than information gained from secondhand sources or media coverage. You will then perform a SWOT analysis on that organization. Last, you will analyze that organization’s leadership.

Note: Any information that would be considered confidential, proprietary, or personal in nature should not be included in the actual task submission to WGU. Do not include the actual names of people, suppliers, the

organization(s), or other identifiable information. Fictional names should be used. Also, organization-specific data, including financial information, should not be included but should be addressed in a general fashion as

appropriate. Work performed for clients and employers is their property and should not be used without

written permission.

REQUIREMENTS

Your submission must be your original work. No more than a combined total of 30% of the submission and no

more than a 10% match to any one individual source can be directly quoted or closely paraphrased from

TASK OVERVIEW SUBMISSIONS EVALUATION REPORT

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sources, even if cited correctly. The originality report that is provided when you submit your task can be used

as a guide.

You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric

aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.

Write a paper (suggested length of 10–16 pages) by doing the following:

A.  Describe an existing organization with which you have had personal experience and its objective(s).

1.  Describe three leadership practices of the current leader, other than yourself, in the existing

organization.

Note: Leadership practices are routine actions, behaviors, functions, and responsibilities that the current leader performs.

2.  Discuss how the current leader has affected organizational culture.

Note: You may represent any level of the chosen organization (e.g., team, department, division, whole) and the respective current leader in your description.

B.  Conduct a SWOT analysis evaluating the chosen organization by doing the following:

1.  Evaluate two of the organization’s current strengths.

2.  Evaluate two of the organization’s current weaknesses. 3.  Evaluate two of the organization’s current unmet opportunities.

4.  Evaluate two of the organization’s current unresolved threats.

Note: The accepted model for a SWOT analysis defines strengths and weaknesses as internal to the

organization, and opportunities and threats as external to the organization.

C.  Conduct a leadership evaluation of the current leader discussed in part A1, using one of the scholarly leadership theories below that is different from task 1, by doing the following:

•   transformational leadership

•   transactional leadership •   situational leadership

•   participative leadership •   servant leadership

•   behavioral leadership

•   trait theory of leadership 1.  Evaluate three strengths of the current leader, using the chosen scholarly leadership theory, including

how each strength relates to the theory. Support the evaluation of the leader’s strengths with at least one scholarly source.

2.  Evaluate three weaknesses of the current leader, using the chosen scholarly leadership theory,

including how each weakness relates to the theory. Support the evaluation of the leader’s weaknesses with at least one scholarly source.

3.  Recommend three actionable items to improve the effectiveness of the current leader, including how each actionable item relates to the chosen scholarly leadership theory. Support the recommendations

of actionable items with at least one scholarly source.

Note: The recommendations need to address the current leaders identified leadership weakness.

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Note: A scholarly source could be a reputable journal, a published book, or any source from a university faculty member or business leader. Scholarly sources also include any article or book in the online WGU

library.

D.  Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or

summarized.

E.  Demonstrate professional communication in the content and presentation of your submission.

File Restrictions

File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ‘ ( )

File size limit: 200 MB File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg,

wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z

RUBRIC

A: ORGANIZATION DESCRIPTION:

A1: LEADERSHIP PRACTICES:

A2: EFFECTS OF CURRENT LEADER ON CULTURE:

NOT EVIDENT

A description of an existing or-

ganization and its objective(s) is

not provided.

APPROACHING COMPETENCE

The description does not include

specific details about the exist-

ing organization or its overall

objective(s).

COMPETENT

The description includes specific

details about the existing organi-

zation and its overall objective(s).

NOT EVIDENT

A description of 3 leadership

practices of the current leader in

the existing organization is not

provided.

APPROACHING COMPETENCE

The description does not include

specific details of each of the 3

leadership practices of the cur-

rent leader in the existing orga-

nization, or the current leader

identified is the candidate.

COMPETENT

The description includes specific

details of each of the 3 leader-

ship practices of the current

leader in the existing organiza-

tion, and the current leader iden-

tified is not the candidate.

NOT EVIDENT

A discussion of how the current

leadership has affected organi-

zational culture is not provided.

APPROACHING

COMPETENCE

The discussion does not include

specific details about the

COMPETENT

The discussion includes specific

details about the organization’s

culture and is supported by spe-

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B1: CURRENT STRENGTHS:

B2: CURRENT WEAKNESSES:

B3: CURRENT OPPORTUNITIES:

B4: CURRENT THREATS:

organization’s culture or is not

supported by specific examples

of the current leader’s effect on

the organizational culture.

cific examples of the current

leader’s effect on the organiza-

tional culture.

NOT EVIDENT

An evaluation of 2 of the

organization’s current strengths

is not provided.

APPROACHING COMPETENCE

The evaluation of 2 of the

organization’s current strengths

does not include specific details,

or the strengths identified do

not have a positive impact on

the organization.

COMPETENT

The evaluation of 2 of the

organization’s current strengths

includes specific details, and the

strengths identified have a posi-

tive impact on the organization.

NOT EVIDENT

An evaluation of 2 of the

organization’s current weak-

nesses is not provided.

APPROACHING

COMPETENCE

The evaluation of 2 of the

organization’s current weak-

nesses does not include specific

details, or the weaknesses iden-

tified do not have a negative im-

pact on the organization.

COMPETENT

The evaluation of 2 of the

organization’s current weak-

nesses includes specific details,

and the weaknesses identified

have a negative impact on the

organization.

NOT EVIDENT

An evaluation of 2 of the

organization’s current unmet

opportunities is not provided.

APPROACHING COMPETENCE

The evaluation of 2 of the

organization’s current unmet

opportunities does not include

specific details, or the opportu-

nities identified do not have the

potential to benefit the

organization.

COMPETENT

The evaluation of 2 of the

organization’s current unmet op-

portunities includes specific de-

tails, and the opportunities iden-

tified have the potential to bene-

fit the organization.

NOT EVIDENT

An evaluation of 2 of the

organization’s current unre-

solved threats is not provided.

APPROACHING COMPETENCE

The evaluation of 2 of the

organization’s current unre-

COMPETENT

The evaluation of 2 of the

organization’s current unre-

solved threats includes specific

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C1: STRENGTHS OF THE CURRENT LEADER:

C2: WEAKNESSES OF THE CURRENT LEADER:

C3: RECOMMENDATIONS FOR THE CURRENT LEADER:

solved threats does not include

specific details, or the threats

identified do not have the po-

tential to threaten the

organization.

details, and the threats identified

have the potential to threaten

the organization.

NOT EVIDENT

The submission does not evalu-

ate 3 strengths of the current

leader.

APPROACHING

COMPETENCE

The submission evaluates 3

strengths of the current leader,

but the evaluation does not use

the chosen scholarly leadership

theory or does not include spe-

cific details of each strength or

specific examples to support

how each strength relates to the

chosen theory. Or the evalua-

tion is not supported by at least

1 appropriate scholarly source.

COMPETENT

The submission evaluates 3

strengths of the current leader

using the chosen scholarly lead-

ership theory and includes spe-

cific details of each strength and

specific examples to support how

each strength relates to the cho-

sen theory. The evaluation is sup-

ported by at least 1 appropriate

scholarly source.

NOT EVIDENT

The submission does not evalu-

ate 3 weaknesses of the current

leader.

APPROACHING

COMPETENCE

The submission evaluates 3

weaknesses of the current

leader, but the evaluation does

not use the chosen scholarly

leadership theory or does not in-

clude specific details of each

weakness or specific examples

to support how each weakness

relates to the chosen theory. Or

the evaluation is not supported

by at least 1 appropriate schol-

arly source.

COMPETENT

The submission evaluates 3

weaknesses of the current leader

using the chosen scholarly lead-

ership theory and includes spe-

cific details of each weakness and

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