BUS FPX 4012 Assessment 3 Interviews with Leaders
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Assessment Overview:
BUS FPX 4012 Assessment 3: explores leadership and change mastery through interviews with a CGO and VP of IT, guided by Cashman’s Leadership From the Inside Out. The focus is on understanding leadership traits, openness to change, extremity operation chops, and fostering rigidity within brigades. crucial perceptivity include the significance of long- term focus, service- acquainted leadership, and balancing stability with invention.
How to Pass BUS FPX 4012 Assessment 3 Interviews with Leaders
- Start with a clear introduction that explains why the interviews are happening and what the focus is on leadership.
- In a few words, what are Cashman’s Seven Change Mastery Shifts and why are they important?
- Clearly state who the two leaders were (CGO and VP) and what they did.
- Make sure your interview questions are easy to read and understand.
- Make sure to write down what each leader said in a clear and separate way.
- Talk about important leadership skills like being able to bounce back, talk to others, and work together.
- To compare the answers of both leaders, show how they are the same and how they are different.
- Use theory to do a thorough analysis of leadership and tie your answers to what Cashman said.
- Write a brief personal reflection on what you learned and how you plan to use it.
- Check to see that your APA references and formatting are correct, and end with a clear conclusion.
Sample Assessment:
Interviews With Leaders
The interviews progressed easily, with the CGO( Chief Growth Officer) and VP( Vice President of Information Technology) proving accommodating and eager to partake their perceptivity on change mastery, as delineated in Cashman’s Leadership From the Inside Out, chapter 4. Each interview began with a brief overview of Cashman’s Seven Change Mastery Shifts( pp. 119- 120), followed by a discussion on which shift reverberated most with them. CGO linked with Shift 2, emphasizing the significance of long- term focus for sustained profit growth, likening it to the adaptability and extensive growth of an oak tree. VP, on the other hand, aligned nearly with Shift 5, pressing the significance of service- acquainted leadership.
Interview Questions
The interviews progressed with the following questions
- In a extremity, what would you say is your topmost skill? Could you give an illustration of how that skill bettered a specific situation?
- What might others say your topmost skill is? What chops might they identify as in need of enhancement? How are you going about making those advancements?
- Would you describe yourself as open to change? In what circumstances is change most salutary, and in what circumstances do you find that stability is preferable?
- What are the differences between short- term and long- term change? For yourself, for your company, for your assiduity?
- How do you deal with wasted time and trouble? When change does n’t work out, what are the procedures for post mortem?
- How do you promote rigidity and outside- the- box thinking in your workers? Does fear of failure significantly affect their amenability to accept or propose change?
Interview Question Responses
Question 1 CGO cited countenance as his topmost skill, essential for maintaining focus during heads. VP linked conflation as her crucial skill, abetting in collaboration and problem- working.
Question 2 VP conceded that others frequently perceive her conflation as being a good listener or a people person, but she focuses on cooperative problem- working. CGO’s topmost strength, according to others, is preparedness, though some may view him as lacking in vacuity.
Question 3 Both CGO and VP expressed openness to change, with CGO stressing the need for balance between stability and growth, while VP stressed the openings change presents, tempered by the need to minimize dislocation for guests.
BUS FPX 4012 Assessment 3 Interviews with Leaders
Question 4 CGO emphasized the interplay between short- term and long- term change, emphasizing the significance of conviction and belief in sustaining long- term changes. VP supported for boldness in featuring big and continuously trying new approaches, while admitting the complications of effecting change within a company.
Leadership Analysis
Both pollsters displayed expansive leadership experience and tone- mindfulness. Their emphasis on particular development and responsibility towards their associates underscores the abecedarian traits anticipated of organizational leaders. As a unborn attorney, business proprietor, and implicit public menial, I fete the significance of nonstop particular growth and positive impact on others.
References (APA 7 Format)
- Cashman, K. (2017). Leadership From the Inside Out: Becoming a Leader for Life. Berrett-Koehler Publishers.
- Cashman, K. (2008). Leadership From the Inside Out. ReadHowYouWant. https://books.google.com/books/about/Leadership_from_the_Inside_Out.html?id=KI_7gNMg7YsC
- Harvard Business Review. (n.d.). Leadership Lessons from Executive Interviews. https://hbr.org/
- Kouzes, J., & Posner, B. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Wiley.
- Goleman, D. (2013). The Focused Leader: How Effective Executives Direct Their Attention for Success. Harvard Business Review. https://hbr.org/2013/12/the-focused-leader
Rubric Breakdown
| Criteria | Basic (Needs Improvement) | Proficient (Pass) | Distinguished (High Score) |
| Interview Summary & Clarity | Unclear or incomplete summary | Clear overview of interviews | Insightful, well-articulated synthesis of both leaders |
| Use of Leadership Theory | Minimal or missing references | Includes theory (e.g., Leadership From the Inside Out) | Strong integration of multiple theories with analysis |
| Presentation of Responses | Disorganized or vague answers | Organized and understandable responses | Deep, comparative insights between leaders |
| Leadership Analysis | Limited or descriptive only | Basic analysis of leadership traits | Critical thinking with strong connections to practice |
| Application to Personal Growth | Missing or weak reflection | Some connection to future leadership | Clear, meaningful personal leadership application |
| Organization & Flow | Poor structure | Logical and easy to follow | Highly professional, polished structure |
| APA & Professional Writing | Frequent errors | Minor errors, mostly correct APA | Error-free writing, strong academic tone |
Step-by-Step Guide
- Prepare interview questions grounded on Cashman’s change mastery principles.
- Schedule interviews with subscribing leaders( CGO and VP).
- Conduct interviews, starting with an overview of the Seven Change Mastery Shifts.
- Record responses on chops, openness to change, handling heads, and fostering rigidity.
- dissect leadership traits, noting emphasis on particular growth, responsibility, and platoon support.
- epitomize findings to reflect perceptivity applicable to unborn leadership practice.
Frequently Asked Questions
What was the purpose of the interviews?
To understand how leaders apply change mastery principles in real- world scripts and how they manage heads and platoon rigidity.
Who was canvassed ?
A Chief Growth Officer( CGO) and a Vice President of Information Technology( VP).
What frame guided the discussion?
Cashman’s Seven Change Mastery Shifts( Chapter 4).
What chops were stressed by leaders?
CGO countenance and preparedness; VP conflation and cooperative problem- working.
How do leaders approach change?
Both are open to change, balancing threat and stability while fostering invention in their brigades.
Integrity Note
Note: Only use this assessment example for learning and structure purpose. Do not submit as your own work.
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