For this multi-media case study, I would like to invite you to complete nine steps. 

Please note that each step in this unique module has a specific objective and will build your understanding of leadership.  

After completing all nine steps, please record your answers in an MS Word document.

Step 1: Watch the video 

Watch the video lecture introduction – Video 1 Attached to the order

Please watch the short video lecture by Brian on the framing of this exercise.

Step 2: Reflect on empowerment

When you think of the concept of empowerment, what comes to mind?  How does it feel when someone truly tries to empower you at work?

Thinking back to a previous place of employment, how reliant was your organization on the decision making of one person or a small group of people? If there was a high concentration/centralization of decision-making, what was the impact on the organization?

Step 3: Consider the conceptual framing of leadership

When you think of a positive organizational leader, who do you think of?  Please locate a picture of this leader and add a concise description of their leadership attributes. Specifically, in less than 200 words please describe the attributes. When you think about your idealized form of leadership, does this limit your growth as a leader?  This question is reversed, suggesting that idealized notions of leadership might be negative as it narrows our openness to alternative approaches. 

Lastly, please think of a time that you requested something of someone else. Perhaps think of a conversation, email, or direct request.  Based on this occurrence, is there something that you could have done that would have enabled you to be more effective?

Step 4:  Reflect on the timeframe orientation of leadership

When you think about an organization that you have worked for, what appears to be the timeframe for decision-making?  In other words, do leaders tend to focus on decisions that are short term (less than 2 weeks on the time horizon) or longer term?  If longer term, what type of timeframe are you referring?

In terms of continuity, did it appear that leadership (when transitioning to new positions of authority) were rewarded for succession planning?  If a department was to do worse after a leader left, what would that indicate about their leadership?  Lastly, how does the perceptions of the time horizon affect our leadership actions?

Since all investments in people are long-term investments, only those with a long-term perspective will see the value. So the question remains, how do we align the leadership mindset in the long term?  Perhaps we could evaluate the departing leader a year following their departure based on how well the organization is doing at that point.  Alternatively, perhaps another approach might be to make explicit the timeframe for planning for leaders.  Is this possible?  Would this change depending on the national cultural context?

Step 5: Explore team performance

Please take 15 minutes and explore Google’s Project Aristotle. Based on your secondary research, what are the key determinants of team performance? How does this resonate with your own personal experience?  What is one key element from Project Aristotle that you can use in your future leadership role?

Step 6: Consider the cultural context

During the Symbolic Frame we explored the importance of the cultural context of the organization.  Based on your previous work experience, do you believe people in that organization tended toward desiring change or toward being comfortable with status quo?

Step 7: Reflect on creating leaders or follower

Building on the cultural context question, did your previous organization tend towards a reinforcement of the leader-follower model?  In what ways could your previous organization support the development of future leaders? (As opposed to followers.)

Step 8: Watch L David Marquet’s RSA video

Marquet’s Turn the Ship Around: 

Link: https://www.youtube.com/watch?v=pYKH2uSax8U

As we approach the final steps of this learning module, I would like to invite you to offer your thoughts on L David Marquet’s RSA video.  What are the key components that resonated with you?  Does his approach align with any of the other academic frameworks introduced so far? 

Step 9: Watch the interview with the crew of the USS Toledo video

Sandlin’s Interview with USS Toledo Crew

Link: https://www.youtube.com/watch?v=RXXMJAU6vY8

Based on this video and your insight into David Marquet’s approach to leadership, what comments would you like to share on the challenges, as well as the weaknesses and strengths of the empowering process. While not against the operational principle of command and control on board a submarine, empowerment is in contrast to the traditional leadership doctrine of the US Navy, which relies on the leader-follower principle. Are there practical applications for your future leadership? How will you motivate people?

Thank you for all your engagement. 

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