1.

From your course readings for this week, develop your weekly
compendium.

This should cover many concepts not just one and should be
approximately 500 words and draw from your interaction with text
books, discussion questions and response and general dialogue. The
compendium is supposed to be an analysis of what you have learnt
from participating in all facets of the course during this week. THIS
COVERS SUMMARY OF Conger, J.A., & Riggio, R. Pages 11-106
DQ Leadership
Collective leadership identities are thought to develop through purposeful efforts to create or
change organizations, communities, and societies[ CITATION Bar04 \l 1033 ]. There are three basic
purposes for leadership assessment: (1) prediction, (2) performance review, and (3)
development[ CITATION Ber05 \l 1033 ] as cited in [ CITATION Con07 \l 1033 ]. Regarding prediction,
assessment may be used to select executives from within or outside the organization, place
executives in key positions, determine whom to promote, or determine whom to lay off (Bertrand
& Scholar, 2003; Howard, 2001) as cited in [ CITATION Con07 \l 1033 ]. Regarding performance
review, the dimensions of performance that are used for assessment send a message to the
individuals assessed about what is important in the organization what gets measured and
rewarded (Hackman, 2002; Harvey & Buckley, 2002) as cited in [ CITATION Con07 \l 1033 ].
Regarding development, assessment provides executives with feedback that points out strengths
and areas for improvement. Executives often have a blind spot when it comes to recognizing
their own performance[ CITATION Har02 \l 1033 ] as cited in [ CITATION Con07 \l 1033 ] . Higher-
level executives tend to have an inflated view of their emotional intelligence and less congruence
with how coworkers view them (Robertson & Smith, 2001; Yukl, 2002) as cited in [ CITATION
Con07 \l 1033 ].

Leadership involves setting and achieving goals, taking action, and beating the competition, but
it also relates to the tone of the company's management and what kind of culture is built for the
employees[ CITATION You00 \l 1033 ] as cited in [ CITATION Con07 \l 1033 ]. Effective leadership
includes exhibiting a strong character. Leaders exhibit honesty, integrity, trustworthiness, and
ethics[ CITATION Bad01 \l 1033 ] as cited in [ CITATION Con07 \l 1033 ]. Leaders act in line with how
they speak and earn the right to be responsible for others’ success in the company[ CITATION Off02
\l 1033 ] as cited in [ CITATION Con07 \l 1033 ] . Strong leadership involves clear communication
skills. Leaders speak with and listen to staff members, respond to questions and concerns, and
are empathetic[ CITATION Hog05 \l 1033 ] as cited in [ CITATION Con07 \l 1033 ] . Leaders use
effective communication skills for moving the company forward and achieving new levels of
success[ CITATION Pau15 \l 1033 ]. True leadership sees where the company is headed and plans
the steps needed to get there, visualizing what is possible, following trends in the industry, and
taking risks to grow the business are all required of leaders [ CITATION Mar07 \l 1033 ]. Productive
leadership shows optimism and provides positive energy for staff. Good leaders are supportive
and are truly concerned about the well-being of others [ CITATION McL05 \l 1033 ]. Leaders find
answers to challenges and reassure and inspire workers when things go awry [ CITATION Zac01 \l
1033 ] as cited in [ CITATION Con07 \l 1033 ]. Leaders find ways for staff to work together and
achieve maximum results in an efficient and effective manner (Kouzes & Posner, 2013).

References
Badaracco, J. L. (2001). Business Ethics: Four Spheres of Executive Responsibility. California
Management Review, 34(1), 64–79.
Bartram, D. (2004). Assessment in Organisations. Applied Psychology: An International Review,
53(2), 200-237.
Bernthal, P. R., & Erker, S. (2005). Selection Forecast: Recruiting and Hiring Talent.
Pittsburgh: Development Dimensions International.
Bertrand, M., & Scholar, A. (2003). Managing with Style: the Effect of Managers on Firm
Policies. Quarterly Journal Economics, 118(4), 1169-1208.
Conger, J. A., & Riggio, R. E. (2007). The Practice: Developing the Next Generation Leaders.
San Francisco: Jossey-Bass.
Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Boston:
Harvard Business School Press.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-Unit-Level Relationship between
Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-
Analysis. Journal of Applied Psychology, 87(1), 268–279.
Harvey, M., & Buckley, M. R. (2002). Assessing the Conventional Wisdoms of Management for
the 21st Century Organization. Organizational Dynamics, 30(1), 368–378.
Hogan, R., & Kaiser, R. B. (2005). What We Know about Leadership. Review of General
Psychology, 9(2), 169–180.
Howard, A. (2001). Identifying, Assessing, and Selecting Senior Leaders. San Francisco: Jossey-
Bass.
Kouzes, J. M., & Posner, B. Z. (2013). Great Leadership Creates Great Workplaces. Somerset:
Jossey-Bass.
Marques, J. (2007). Awakened Leader: One Simple Leadership Style That Works EveryTime,
Everywhere. Fawnskin: Personhood Press.
McLyman, L. A. (2005). Wise Leadership. East Lansing: Michigan State University Press.
Offermann, L. R., & Phan, L. U. (2002). Culturally Intelligent Leadership for a Diverse World.
New Jersey: Erlbaum.
Paul, Z. J., & Dwight, A. (2015). Communication, dialogue and project management.
International Journal of Managing Projects in Business, 8(4), 788-803.
Robertson, I. T., & Smith, M. (2001). Personnel Selection. Journal of Occupational and
Organizational Psychology, 74(4), 441- 457.
Young, B. S., Arthur, W. J., & Finch, J. (2000). Predictors of Managerial Performance: More
Than Cognitive Ability. Journal of Business and Psychology, 15(1), 53–72.
Yukl, G. (2002). Leadership in Organizations. New Jersey: Prentice-Hall.
Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team Leadership. Leadership Quarterly,
12(1), 451–483.