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    – 2 years ago **files (4)** – ## FeedbackfromMatrixAssignment.docx – ## OverviewDirections.docx – ## grouptheoryapproachWK4.docx – ## matrixassignmentweek1.docx **## FeedbackfromMatrixAssignment.docx** Feedback You're about half way there on this one because you need two or three key theories each w…

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    – 2 years ago

    **files (4)**

    – ## FeedbackfromMatrixAssignment.docx

    – ## OverviewDirections.docx

    – ## grouptheoryapproachWK4.docx

    – ## matrixassignmentweek1.docx

    **## FeedbackfromMatrixAssignment.docx**

    Feedback

    You're about half way there on this one because you need two or three key theories each week/ module. For example, what about the leadership grid? How is that related to traits theory? The idea is to summarize new theories each week and then to compare the new stuff to the older stuff to build a genealogy of concepts. How are all the theories related?

    For the next round, also please combine the documents so that you're submitting one document that continues to grow with the each week. All the old and new stuff should be in a single document.

    **## OverviewDirections.docx**

    **Overview**

    Since we will be surveying and studying a great amount of foundational research that will serve you well in other courses related to leadership, this assignment is intended to help you develop your own method for organizing and retrieving important and relevant models and theories. You will create a comprehensive theory matrix for organizing pertinent information on each model/theory. After completing each module, you will submit your theory matrix over the notes and readings. Organizing the notes will include at a minimum:

    ·
    **Foundations: What is the vital info of this theory?**

    ·
    **Scholars: Who are the major researchers?**

    ·
    **Research: Reference list of some of the articles and publications related to this model/theory**

    ·
    **Notes: Reflections or thoughts as desired**

    Please refer to Module 1 for a downloadable version of the matrix. Please continue to add to one document so that each module the document grows. Submit the entire document to show the progression of theories you've collected.

    **## grouptheoryapproachWK4.docx**

    **Group Theory**

    Thaddeus Cain

    Arizona State University

    Orgl 510

    Dr. Williams

    January 27, 2024

    **Table of Context**

    | | |
    | — | — |
    | **Theory** | **Page Numbers** |
    | Great Man | 3 |
    | Trait (Big 5) | 4-6 |
    | Group Theory | |
    | Behavioral Approach | |
    | Leader Emergence | |
    | Bases of Power | |
    | Leadership and Influence | |
    | Situational Theory | |
    | Path-Goal Theory | |

    **PLEASE ADD THESE THEORIES IN THIS ORDER. YOU ALREADY DID GROUP THEORY, BUT PLACE GREAT MAN IN FIRST AND THEN GROUP THEORY, BEHAVIORAL THEORY AND SITUATIONAL APPROACH/PATH-GOAL THEORY IN THIS ORDER**

    **Great Man Theory Week 1**

    **Group Theory Week 2**

    **Behavioral Approach Week 3**

    **Situational Approach/Path-goal theory Week 4**

    | | |
    | — | — |
    | Scholars | Northouse, P. G. (2024). |
    | Vital Information <br>_Foundations, Arguments, Assumptions_ | Groups show consistent evolution through member interactions that both shape and respond to their members' behavior. A shared interactive approach defines leadership since leaders support teams in reaching their unified goals. The fundamental principle suggests that group success depends on combined leadership efforts rather than individual mandate. People must work together to resolve conflicts and communicate effectively. Leaders help groups transition between stages while keeping members aligned and generating cooperative dynamics to achieve maximum performance outcomes.Through group theory leaders emerge organically from within teams making them reliant upon collective effort. Leadership happens organically because members form relationships with each other rather than external parties creating it. According to Tuckman's model groups move through five developmental phases which include forming, storming, norming, performing and adjourning. Each part of the process features different hurdles and marks of achievement. Leaders serve as crucial elements for managing group transitions during which they guarantee lasting cohesion between members. Forsyth enhances the leadership framework by analyzing power structures and cultural influences together with groupthink processes. |
    | Research: <br>_Reference list of some of the articles and publications related to this model/theory_ | Forsyth, 2018; <br>Tuckman, 1965; <br>Lewin, 1948; <br>Northouse, 2022 |
    | Applications<br>_Examples_ | Workplace team-building activities use this model as do project management teams with elevated challenges and athletes who seek team unity. The application of Tuckman’s model happens frequently in corporate team settings to boost their performance results (Tuckman, 1965). Leadership knowledge about group behavior enables them to lead conflict resolution efforts, strengthen communication channels and create innovative solutions. Group theory provides classrooms with a framework for organizing collaborative projects to achieve equitable student engagement. |
    | Context<br>_Relates to other theories_ | Group theory demonstrates compatibility with Situational Leadership and Leader-Member Exchange (LMX) leadership theories that focus on leader adjustments according to group requirements. The concept of Situational Leadership focuses on leader adjustment through group maturity levels and challenges while LMX examines the connection quality between leaders and their individual group members. The theories extend group theory by creating models which demonstrate how relationship building and adaptability increase leadership success among diverse teams. |
    | Notes:<br>_Reflections etc._ | Group theory demonstrates how leadership stems from collective dynamics which interact throughout the process. Group theory differs from trait-based theories by studying leadership as a collective process according to Northouse (2022). Research suggests that Tuckman’s (1965) model simplifies the complex dynamics of group development although it provides a systematic framework. Forsyth (2018) investigates how cultural differences along with interpersonal tensions and power dynamics influence leadership dynamics in actual organizational settings. Leaders need to maintain equilibrium between these variables in order to direct groups toward shared targets (Lewin, 1948). |

    4

    **## matrixassignmentweek1.docx**

    1

    **Matrix Assignment**

    Thaddeus Cain
    OGL-510
    Dr. Sean Williams

    January 19, 2024

    Comprehensive Theory Matrix

    | | | | | |
    | — | — | — | — | — |
    | Theory/Model | Foundations | Foundations | Research | Notes |
    | Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
    | Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
    | Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
    | Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
    | Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |

    References

    Ezeasoibe, K. A. (2025).
    _Examining Leadership Impact on School Climate_.
    [Link](https://scholar.uwindsor.ca/major-papers/328/).

    GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
    [https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)

    Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
    _AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
    _3_(1), 51-61.
    [http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)

    Makumbe, W. (2025).
    _Leadership and Organizational Commitment in Telecoms_.
    [Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)

    Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
    [Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).

    Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
    [Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)

    **## matrixassignmentweek1.docx**

    1

    **Matrix Assignment**

    Thaddeus Cain
    OGL-510
    Dr. Sean Williams

    January 19, 2024

    Comprehensive Theory Matrix

    | | | | | |
    | — | — | — | — | — |
    | Theory/Model | Foundations | Foundations | Research | Notes |
    | Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
    | Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
    | Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
    | Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
    | Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |

    References

    Ezeasoibe, K. A. (2025).
    _Examining Leadership Impact on School Climate_.
    [Link](https://scholar.uwindsor.ca/major-papers/328/).

    GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
    [https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)

    Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
    _AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
    _3_(1), 51-61.
    [http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)

    Makumbe, W. (2025).
    _Leadership and Organizational Commitment in Telecoms_.
    [Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)

    Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
    [Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).

    Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
    [Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)

    **## FeedbackfromMatrixAssignment.docx**

    Feedback

    You're about half way there on this one because you need two or three key theories each week/ module. For example, what about the leadership grid? How is that related to traits theory? The idea is to summarize new theories each week and then to compare the new stuff to the older stuff to build a genealogy of concepts. How are all the theories related?

    For the next round, also please combine the documents so that you're submitting one document that continues to grow with the each week. All the old and new stuff should be in a single document.

    **## OverviewDirections.docx**

    **Overview**

    Since we will be surveying and studying a great amount of foundational research that will serve you well in other courses related to leadership, this assignment is intended to help you develop your own method for organizing and retrieving important and relevant models and theories. You will create a comprehensive theory matrix for organizing pertinent information on each model/theory. After completing each module, you will submit your theory matrix over the notes and readings. Organizing the notes will include at a minimum:

    ·
    **Foundations: What is the vital info of this theory?**

    ·
    **Scholars: Who are the major researchers?**

    ·
    **Research: Reference list of some of the articles and publications related to this model/theory**

    ·
    **Notes: Reflections or thoughts as desired**

    Please refer to Module 1 for a downloadable version of the matrix. Please continue to add to one document so that each module the document grows. Submit the entire document to show the progression of theories you've collected.

    **## grouptheoryapproachWK4.docx**

    **Group Theory**

    Thaddeus Cain

    Arizona State University

    Orgl 510

    Dr. Williams

    January 27, 2024

    **Table of Context**

    | | |
    | — | — |
    | **Theory** | **Page Numbers** |
    | Great Man | 3 |
    | Trait (Big 5) | 4-6 |
    | Group Theory | |
    | Behavioral Approach | |
    | Leader Emergence | |
    | Bases of Power | |
    | Leadership and Influence | |
    | Situational Theory | |
    | Path-Goal Theory | |

    **PLEASE ADD THESE THEORIES IN THIS ORDER. YOU ALREADY DID GROUP THEORY, BUT PLACE GREAT MAN IN FIRST AND THEN GROUP THEORY, BEHAVIORAL THEORY AND SITUATIONAL APPROACH/PATH-GOAL THEORY IN THIS ORDER**

    **Great Man Theory Week 1**

    **Group Theory Week 2**

    **Behavioral Approach Week 3**

    **Situational Approach/Path-goal theory Week 4**

    | | |
    | — | — |
    | Scholars | Northouse, P. G. (2024). |
    | Vital Information <br>_Foundations, Arguments, Assumptions_ | Groups show consistent evolution through member interactions that both shape and respond to their members' behavior. A shared interactive approach defines leadership since leaders support teams in reaching their unified goals. The fundamental principle suggests that group success depends on combined leadership efforts rather than individual mandate. People must work together to resolve conflicts and communicate effectively. Leaders help groups transition between stages while keeping members aligned and generating cooperative dynamics to achieve maximum performance outcomes.Through group theory leaders emerge organically from within teams making them reliant upon collective effort. Leadership happens organically because members form relationships with each other rather than external parties creating it. According to Tuckman's model groups move through five developmental phases which include forming, storming, norming, performing and adjourning. Each part of the process features different hurdles and marks of achievement. Leaders serve as crucial elements for managing group transitions during which they guarantee lasting cohesion between members. Forsyth enhances the leadership framework by analyzing power structures and cultural influences together with groupthink processes. |
    | Research: <br>_Reference list of some of the articles and publications related to this model/theory_ | Forsyth, 2018; <br>Tuckman, 1965; <br>Lewin, 1948; <br>Northouse, 2022 |
    | Applications<br>_Examples_ | Workplace team-building activities use this model as do project management teams with elevated challenges and athletes who seek team unity. The application of Tuckman’s model happens frequently in corporate team settings to boost their performance results (Tuckman, 1965). Leadership knowledge about group behavior enables them to lead conflict resolution efforts, strengthen communication channels and create innovative solutions. Group theory provides classrooms with a framework for organizing collaborative projects to achieve equitable student engagement. |
    | Context<br>_Relates to other theories_ | Group theory demonstrates compatibility with Situational Leadership and Leader-Member Exchange (LMX) leadership theories that focus on leader adjustments according to group requirements. The concept of Situational Leadership focuses on leader adjustment through group maturity levels and challenges while LMX examines the connection quality between leaders and their individual group members. The theories extend group theory by creating models which demonstrate how relationship building and adaptability increase leadership success among diverse teams. |
    | Notes:<br>_Reflections etc._ | Group theory demonstrates how leadership stems from collective dynamics which interact throughout the process. Group theory differs from trait-based theories by studying leadership as a collective process according to Northouse (2022). Research suggests that Tuckman’s (1965) model simplifies the complex dynamics of group development although it provides a systematic framework. Forsyth (2018) investigates how cultural differences along with interpersonal tensions and power dynamics influence leadership dynamics in actual organizational settings. Leaders need to maintain equilibrium between these variables in order to direct groups toward shared targets (Lewin, 1948). |

    4

    **## matrixassignmentweek1.docx**

    1

    **Matrix Assignment**

    Thaddeus Cain
    OGL-510
    Dr. Sean Williams

    January 19, 2024

    Comprehensive Theory Matrix

    | | | | | |
    | — | — | — | — | — |
    | Theory/Model | Foundations | Foundations | Research | Notes |
    | Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
    | Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
    | Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
    | Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
    | Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |

    References

    Ezeasoibe, K. A. (2025).
    _Examining Leadership Impact on School Climate_.
    [Link](https://scholar.uwindsor.ca/major-papers/328/).

    GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
    [https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)

    Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
    _AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
    _3_(1), 51-61.
    [http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)

    Makumbe, W. (2025).
    _Leadership and Organizational Commitment in Telecoms_.
    [Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)

    Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
    [Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).

    Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
    [Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)

    **## FeedbackfromMatrixAssignment.docx**

    Feedback

    You're about half way there on this one because you need two or three key theories each week/ module. For example, what about the leadership grid? How is that related to traits theory? The idea is to summarize new theories each week and then to compare the new stuff to the older stuff to build a genealogy of concepts. How are all the theories related?

    For the next round, also please combine the documents so that you're submitting one document that continues to grow with the each week. All the old and new stuff should be in a single document.

    **## OverviewDirections.docx**

    **Overview**

    Since we will be surveying and studying a great amount of foundational research that will serve you well in other courses related to leadership, this assignment is intended to help you develop your own method for organizing and retrieving important and relevant models and theories. You will create a comprehensive theory matrix for organizing pertinent information on each model/theory. After completing each module, you will submit your theory matrix over the notes and readings. Organizing the notes will include at a minimum:

    ·
    **Foundations: What is the vital info of this theory?**

    ·
    **Scholars: Who are the major researchers?**

    ·
    **Research: Reference list of some of the articles and publications related to this model/theory**

    ·
    **Notes: Reflections or thoughts as desired**

    Please refer to Module 1 for a downloadable version of the matrix. Please continue to add to one document so that each module the document grows. Submit the entire document to show the progression of theories you've collected.

    **## grouptheoryapproachWK4.docx**

    **Group Theory**

    Thaddeus Cain

    Arizona State University

    Orgl 510

    Dr. Williams

    January 27, 2024

    **Table of Context**

    | | |
    | — | — |
    | **Theory** | **Page Numbers** |
    | Great Man | 3 |
    | Trait (Big 5) | 4-6 |
    | Group Theory | |
    | Behavioral Approach | |
    | Leader Emergence | |
    | Bases of Power | |
    | Leadership and Influence | |
    | Situational Theory | |
    | Path-Goal Theory | |

    **PLEASE ADD THESE THEORIES IN THIS ORDER. YOU ALREADY DID GROUP THEORY, BUT PLACE GREAT MAN IN FIRST AND THEN GROUP THEORY, BEHAVIORAL THEORY AND SITUATIONAL APPROACH/PATH-GOAL THEORY IN THIS ORDER**

    **Great Man Theory Week 1**

    **Group Theory Week 2**

    **Behavioral Approach Week 3**

    **Situational Approach/Path-goal theory Week 4**

    | | |
    | — | — |
    | Scholars | Northouse, P. G. (2024). |
    | Vital Information <br>_Foundations, Arguments, Assumptions_ | Groups show consistent evolution through member interactions that both shape and respond to their members' behavior. A shared interactive approach defines leadership since leaders support teams in reaching their unified goals. The fundamental principle suggests that group success depends on combined leadership efforts rather than individual mandate. People must work together to resolve conflicts and communicate effectively. Leaders help groups transition between stages while keeping members aligned and generating cooperative dynamics to achieve maximum performance outcomes.Through group theory leaders emerge organically from within teams making them reliant upon collective effort. Leadership happens organically because members form relationships with each other rather than external parties creating it. According to Tuckman's model groups move through five developmental phases which include forming, storming, norming, performing and adjourning. Each part of the process features different hurdles and marks of achievement. Leaders serve as crucial elements for managing group transitions during which they guarantee lasting cohesion between members. Forsyth enhances the leadership framework by analyzing power structures and cultural influences together with groupthink processes. |
    | Research: <br>_Reference list of some of the articles and publications related to this model/theory_ | Forsyth, 2018; <br>Tuckman, 1965; <br>Lewin, 1948; <br>Northouse, 2022 |
    | Applications<br>_Examples_ | Workplace team-building activities use this model as do project management teams with elevated challenges and athletes who seek team unity. The application of Tuckman’s model happens frequently in corporate team settings to boost their performance results (Tuckman, 1965). Leadership knowledge about group behavior enables them to lead conflict resolution efforts, strengthen communication channels and create innovative solutions. Group theory provides classrooms with a framework for organizing collaborative projects to achieve equitable student engagement. |
    | Context<br>_Relates to other theories_ | Group theory demonstrates compatibility with Situational Leadership and Leader-Member Exchange (LMX) leadership theories that focus on leader adjustments according to group requirements. The concept of Situational Leadership focuses on leader adjustment through group maturity levels and challenges while LMX examines the connection quality between leaders and their individual group members. The theories extend group theory by creating models which demonstrate how relationship building and adaptability increase leadership success among diverse teams. |
    | Notes:<br>_Reflections etc._ | Group theory demonstrates how leadership stems from collective dynamics which interact throughout the process. Group theory differs from trait-based theories by studying leadership as a collective process according to Northouse (2022). Research suggests that Tuckman’s (1965) model simplifies the complex dynamics of group development although it provides a systematic framework. Forsyth (2018) investigates how cultural differences along with interpersonal tensions and power dynamics influence leadership dynamics in actual organizational settings. Leaders need to maintain equilibrium between these variables in order to direct groups toward shared targets (Lewin, 1948). |

    4

    **## matrixassignmentweek1.docx**

    1

    **Matrix Assignment**

    Thaddeus Cain
    OGL-510
    Dr. Sean Williams

    January 19, 2024

    Comprehensive Theory Matrix

    | | | | | |
    | — | — | — | — | — |
    | Theory/Model | Foundations | Foundations | Research | Notes |
    | Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
    | Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
    | Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
    | Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
    | Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |

    References

    Ezeasoibe, K. A. (2025).
    _Examining Leadership Impact on School Climate_.
    [Link](https://scholar.uwindsor.ca/major-papers/328/).

    GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
    [https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)

    Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
    _AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
    _3_(1), 51-61.
    [http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)

    Makumbe, W. (2025).
    _Leadership and Organizational Commitment in Telecoms_.
    [Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)

    Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
    [Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).

    Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
    [Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)

  • [Solved] Article Analysis 1

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    The interpretation of research in health care is essential to decision-making. By understanding research, health care providers can identify risk factors, trends, outcomes for treatment, health care costs, and best practices. To be effective in evaluating and interpreting research, the reader must f…

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    The interpretation of research in health care is essential to decision-making. By understanding research, health care providers can identify risk factors, trends, outcomes for treatment, health care costs, and best practices. To be effective in evaluating and interpreting research, the reader must first understand how to interpret the findings.

    _**For this assignment:**_

    Search the GCU Library and find two different health care articles that use quantitative research. Do not use articles that appear in the topic Resources or textbook.

    Complete an article analysis for each using the "Article Analysis 1" **template** ( **HLT-362V-RS-T2-ArticleAnalysis-1-Template.docx**).

    Sample of how to do it the analyis: **HLT-362V-RS2-ArticleAnalysis – Sample.docx**.

    While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.

    This assignment uses a rubric ( **see attachment**). Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

    – [\
    \
    HLT-362Rubric-ArticleAnalysis1.pdf](https://www.sweetstudy.com/files/hlt-362rubric-articleanalysis1-pdf-10185725 "HLT-362Rubric-ArticleAnalysis1.pdf")
    – [\
    \
    HLT-362V-RS-T2-ArticleAnalysis-1-Template.docx](https://www.sweetstudy.com/files/hlt-362v-rs-t2-articleanalysis-1-template-docx "HLT-362V-RS-T2-ArticleAnalysis-1-Template.docx")
    – [\
    \
    HLT-362V-RS2-ArticleAnalysis-Sample.docx](https://www.sweetstudy.com/files/hlt-362v-rs2-articleanalysis-sample-docx "HLT-362V-RS2-ArticleAnalysis-Sample.docx")

    – 2 years ago

  • [Solved] Discussion Post

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    In-depth study guidance and analytical solution covering Discussion Post.

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    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Dynamic

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    Case study: Patient Scenario: A 45-year-old marathon runner, Maria, visits a clinic reporting muscle fatigue and decreased performance during races. Her history reveals she has increased her training intensity over the past six months. Her symptoms include prolonged muscle soreness after runs, occas…

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    Case study: Patient Scenario: A 45-year-old marathon runner, Maria, visits a clinic reporting muscle fatigue and decreased performance during races. Her history reveals she has increased her training intensity over the past six months. Her symptoms include prolonged muscle soreness after runs, occasional muscle cramps, and a noticeable drop in endurance. Tests reveal reduced force production in her soleus and extensor digitorum longus (EDL) muscles. A biopsy highlights a shift in muscle fiber composition, showing a reduction in Type I fibers and increased reliance on Type II fibers.

    – 2 years ago

  • [Solved] nursing

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    concept map discussion – 2 years ago

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    concept map discussion

    – 2 years ago

  • [Solved] NUR 502 Week 5 1*

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    – 2 years ago **files (1)** – ## Week51.docx **## Week51.docx** **Gastrointestinal Function:** R.H. is a 74-year-old black woman, who presents to the family practice clinic for a scheduled appointment. She complains of feeling bloated and constipated for the past month, some-times going an entire we…

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    – 2 years ago

    **files (1)**

    – ## Week51.docx

    **## Week51.docx**

    **Gastrointestinal Function:** R.H. is a 74-year-old black woman, who presents to the family practice clinic for a scheduled appointment. She complains of feeling bloated and constipated for the past month, some-times going an entire week with only one bowel movement. Until this episode, she has been very regular all of her life, having a bowel movement every day or every other day. She reports straining most of the time and it often takes her 10 minutes at a minimum to initiate a bowel movement. Stools have been extremely hard. She denies pain during straining. A recent colonoscopy was negative for tumors or other lesions. She has not yet taken any medications to provide relief for her constipation. Furthermore, she reports frequent heartburn (3–4 times each week), most often occur-ring soon after retiring to bed. She uses three pillows to keep herself in a more upright position during sleep. On a friend’s advice, she purchased a package of over-the-counter aluminum hydroxide tablets to help relieve the heartburn. She has had some improvement since she began taking the medicine. She reports using naproxen as needed for arthritic pain her hands and knees. She states that her hands and knees are extremely stiff when she rises in the morning. Because her arthritis has been getting worse, she has stopped taking her daily walks and now gets very little exercise.

    **Case Study Questions**

    1. In your own words define constipation and name the risk factors that might lead to develop constipation. List recommendations you would give to a patient who is suffering from constipation. You might use a previous experience you might have.

    2. Based on the clinical manifestations on R.H. case study, name and explain signs and symptoms presented that are compatible with the constipation diagnosis. Complement your list with signs and symptoms not present on the case study.

    3. Sometimes as an associate diagnosis and a complication, patients with constipation could have anemia. Would you consider that possibility based on the information provided on the case study?

    **Submission Instructions:**

    · Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources. Your initial post is worth 8 points.

    · Please include introduction and conclusion paragraphs

    · Please write in paragraph form, no bullet points

    · Please do not use textbooks as reference only peer-reviewed scholarly articles from within 4 years time.

    · Please see rubric in next page

    ![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/nur-502-week-5-1-20882827)

    ## image1.png

    **## Week51.docx**

    **Gastrointestinal Function:** R.H. is a 74-year-old black woman, who presents to the family practice clinic for a scheduled appointment. She complains of feeling bloated and constipated for the past month, some-times going an entire week with only one bowel movement. Until this episode, she has been very regular all of her life, having a bowel movement every day or every other day. She reports straining most of the time and it often takes her 10 minutes at a minimum to initiate a bowel movement. Stools have been extremely hard. She denies pain during straining. A recent colonoscopy was negative for tumors or other lesions. She has not yet taken any medications to provide relief for her constipation. Furthermore, she reports frequent heartburn (3–4 times each week), most often occur-ring soon after retiring to bed. She uses three pillows to keep herself in a more upright position during sleep. On a friend’s advice, she purchased a package of over-the-counter aluminum hydroxide tablets to help relieve the heartburn. She has had some improvement since she began taking the medicine. She reports using naproxen as needed for arthritic pain her hands and knees. She states that her hands and knees are extremely stiff when she rises in the morning. Because her arthritis has been getting worse, she has stopped taking her daily walks and now gets very little exercise.

    **Case Study Questions**

    1. In your own words define constipation and name the risk factors that might lead to develop constipation. List recommendations you would give to a patient who is suffering from constipation. You might use a previous experience you might have.

    2. Based on the clinical manifestations on R.H. case study, name and explain signs and symptoms presented that are compatible with the constipation diagnosis. Complement your list with signs and symptoms not present on the case study.

    3. Sometimes as an associate diagnosis and a complication, patients with constipation could have anemia. Would you consider that possibility based on the information provided on the case study?

    **Submission Instructions:**

    · Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources. Your initial post is worth 8 points.

    · Please include introduction and conclusion paragraphs

    · Please write in paragraph form, no bullet points

    · Please do not use textbooks as reference only peer-reviewed scholarly articles from within 4 years time.

    · Please see rubric in next page

    ![A screenshot of a computer AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/nur-502-week-5-1-20882827)

    ## image1.png

  • [Solved] H2

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    – 2 years ago **files (1)** – ## h2.docx **## h2.docx** · _Fraud in Disaster: Rethinking the Phases_ Links to an external site. · [_Disaster, Social Disorganization, and Crime in the Largest Cities in Texas_ Links to an external site.](https://storage.googleapis.com/jnl-s-j-ijssp-files/journals/1/ar…

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    – 2 years ago

    **files (1)**

    – ## h2.docx

    **## h2.docx**

    ·
    _Fraud in Disaster: Rethinking the Phases_ Links to an external site.

    ·
    [_Disaster, Social Disorganization, and Crime in the Largest Cities in Texas_ Links to an external site.](https://storage.googleapis.com/jnl-s-j-ijssp-files/journals/1/articles/14/6349091a45b35.pdf)

    ·
    [Strengthening Disaster Response Through Analysis of Crime During Hurricane Ike](https://uagc.instructure.com/courses/141866/files/22749656/?wrap=1) [Download Strengthening Disaster Response Through Analysis of Crime During Hurricane Ike](https://uagc.instructure.com/courses/141866/files/22749656/download?download_frd=1)

    ·
    [Change-Point Analysis of Houston Crime During Hurricane Harvey](https://uagc.instructure.com/courses/141866/files/22749648/?wrap=1)

    Policymakers and disaster responders must understand the realities of the disaster environment to make informed decisions when preparing for and responding to disasters. This presentation provides an opportunity for you to gain insight into what the research shows about disaster crime while also gaining experience identifying and presenting important information from empirical research articles.

    In your presentation,

    · Summarize the findings from four of this week’s assigned articles.

    · Dedicate two slides to each article.

    · For each reading, cover the following items:

    · Research method (surveys, interviews, analysis of existing data, etc.)

    · Study results

    · Study limitations (the article will often list these). Limitations include aspects of the study that could be improved. Limitations also identify the limits of how far you can go with your inferences from the study. For example, you might not feel comfortable applying a study’s findings of a large urban area to a low-population rural area.

    · Suggestions from the author(s) on how the findings might be beneficial

    The Disaster Crime Presentation

    · must be submitted as a PowerPoint file. Do not submit the presentation as a PDF file.

    · must be eight to nine double-spaced slides in length (not including title and references slides)

    · must have 150 words of text in the notes of the slide covering each topic.

    · The slides should only have two or three short bullets. The notes section of the slides should have most of the discussion and narrative information. The slides and bullets should keep the audience’s attention and serve as a reminder of what the presenter should be discussing.

    · must use appropriate images and formatting to keep the audience’s attention. Images must be appropriately cited.

    · must include a separate title slide with the following:

    · title of presentation

    · Space should appear between the title and the rest of the information on the title page.

    · student’s name

    · name of institution

    · course name and number

    · instructor’s name

    · due date

    · must utilize academic voice

    · must use at least four scholarly or government sources from this week’s required resources.

    ·

    **## h2.docx**

    ·
    _Fraud in Disaster: Rethinking the Phases_ Links to an external site.

    ·
    [_Disaster, Social Disorganization, and Crime in the Largest Cities in Texas_ Links to an external site.](https://storage.googleapis.com/jnl-s-j-ijssp-files/journals/1/articles/14/6349091a45b35.pdf)

    ·
    [Strengthening Disaster Response Through Analysis of Crime During Hurricane Ike](https://uagc.instructure.com/courses/141866/files/22749656/?wrap=1) [Download Strengthening Disaster Response Through Analysis of Crime During Hurricane Ike](https://uagc.instructure.com/courses/141866/files/22749656/download?download_frd=1)

    ·
    [Change-Point Analysis of Houston Crime During Hurricane Harvey](https://uagc.instructure.com/courses/141866/files/22749648/?wrap=1)

    Policymakers and disaster responders must understand the realities of the disaster environment to make informed decisions when preparing for and responding to disasters. This presentation provides an opportunity for you to gain insight into what the research shows about disaster crime while also gaining experience identifying and presenting important information from empirical research articles.

    In your presentation,

    · Summarize the findings from four of this week’s assigned articles.

    · Dedicate two slides to each article.

    · For each reading, cover the following items:

    · Research method (surveys, interviews, analysis of existing data, etc.)

    · Study results

    · Study limitations (the article will often list these). Limitations include aspects of the study that could be improved. Limitations also identify the limits of how far you can go with your inferences from the study. For example, you might not feel comfortable applying a study’s findings of a large urban area to a low-population rural area.

    · Suggestions from the author(s) on how the findings might be beneficial

    The Disaster Crime Presentation

    · must be submitted as a PowerPoint file. Do not submit the presentation as a PDF file.

    · must be eight to nine double-spaced slides in length (not including title and references slides)

    · must have 150 words of text in the notes of the slide covering each topic.

    · The slides should only have two or three short bullets. The notes section of the slides should have most of the discussion and narrative information. The slides and bullets should keep the audience’s attention and serve as a reminder of what the presenter should be discussing.

    · must use appropriate images and formatting to keep the audience’s attention. Images must be appropriately cited.

    · must include a separate title slide with the following:

    · title of presentation

    · Space should appear between the title and the rest of the information on the title page.

    · student’s name

    · name of institution

    · course name and number

    · instructor’s name

    · due date

    · must utilize academic voice

    · must use at least four scholarly or government sources from this week’s required resources.

    ·

  • [Solved] refection

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    – Refer to the “Population-Focused Nurse Practitioner Competencies” found in the Week 1 Learning Resources, and consider the quality measures or indicators advanced nursing practice nurses must possess in your specialty of interest. – Refer to your Clinical Skills Self-Assessment Form you submitted …

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    Assignment Prompt & Instructions

    – Refer to the “Population-Focused Nurse Practitioner Competencies” found in the Week 1 Learning Resources, and consider the quality measures or indicators advanced nursing practice nurses must possess in your specialty of interest.
    – Refer to your Clinical Skills Self-Assessment Form you submitted in Week 1, and consider your strengths and opportunities for improvement.
    – Refer to your Patient Log in Meditrek, and consider the patient activities you have experienced in your practicum experience and reflect on your observations and experiences.

    – Revisit the goals and objectives from your Practicum Experience Plan. Explain the degree to which you achieved each during the practicum experience.
    – Reflect on the three (3) most challenging patients you encountered during the practicum experience. What was most challenging about each?
    – What did you learn from this experience?
    – What resources were available?
    – What evidence-based practice did you use for the patients?
    – What would you do differently?
    – How are you managing patient flow and volume?
    – How can you apply your growing skillset to be a social change agent within your community?

    **Communicating and Feedback**

    – Reflect on how you might improve your skills and knowledge, and communicate those efforts to your Preceptor.
    – Answer the questions: How am I doing? What is missing?
    – Reflect on the formal and informal feedback you received from your Preceptor.

    – 2 years ago