MBS663: (Leading The Engaged Enterprise) Having analysed your Hero/Zero moments, ask yourself what does this mean for yourself?
Module / Subject / School:
MBS663: Leading The Engaged Enterprise
Requirements:Â
Having analysed your Hero/Zero moments, ask yourself what does this mean for yourself? This is a big picture perspective. You may find contradictions; you may find hidden strengths or unknown weaknesses.
Link these insights back to the capabilities of the DLM i.e. the extent and quality to which you practice these capabilities. Then outline what needs to change in relation to the capabilities.Â
You need to identify three specific, concrete actions to take:
- What have you done well and should continue to do? Â
- What specific behaviour should you stop engaging in? Why?
What we score:
80%
Our Writer’s CommentÂ
This assignment is designed to assess students’ understanding of business practices.
To secure an A+ grade, adhere to these guidelines and make sure your work aligns with the grading criteria:
Step 1: Reflect on your Hero/Zero moments
Start by taking a big-picture perspective of your Hero/Zero moments. What patterns are emerging? Do you see contradictions in your leadership style, or are there strengths that have surfaced that you didnât recognize before? This is a moment for deep reflectionâtry to think of both your successes and challenges as part of your journey as a leader.
- Be honest about your weaknesses, but donât shy away from acknowledging your strengths either. For example, maybe you have a tendency to micromanage (Zero moment), but youâre also very skilled at motivating others during crises (Hero moment). Identifying these can help you see where youâre excelling and where improvement is needed.
Step 2: Link your insights to the DLM
Now, take the Dynamic Leadership Model (DLM) and link it to your reflections. Ask yourself, to what extent are you practicing the DLM capabilities? Are you consistent in applying these capabilities across different situations? This is where you can dive into how well youâre embodying leadership traits such as empathy, strategic thinking, or decision-making.
- Be specific when you link your insights to the DLM. For example, if one of the DLM capabilities is âinfluencing others,â and you find that your Zero moments often revolve around not delegating well, make that connection clear. You could say something like, âMy reluctance to delegate has limited my ability to fully leverage the âinfluencing othersâ capability within the DLM.â
Step 3: Identify three concrete actions
This is a key part of the assignmentâspecificity is essential here. Your actions need to be clear, actionable, and tied directly to your insights. Break it down like this:
- What have you done well and should continue to do? Pick a behaviour or leadership trait that has led to positive outcomes. For example, âIâve consistently communicated effectively during team conflicts and should continue doing so to foster open dialogue.â
- What specific behaviour should you stop engaging in? Choose something that hasnât worked and explain why. For instance, âI should stop taking on tasks myself rather than delegating, as it undermines team autonomy and limits my leadership capacity.â
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