Overview
ALL YOU ARE DOING IS ADDING THE MISSING INFORMATION TO WHAT YOU HAVE ALREADY COMPLETED.
Purpose Leadership involves more than influence and decision-making; it also requires ethical judgment and adherence to core principles. In this assignment, you will explore how leadership styles and leadership models relate to ethical leadership and examine their alignment with Stephen Covey’s Principle-Centered Leadership (PCL) framework. You will also reflect on how these concepts connect to your own developing leadership philosophy and professional practice. Step 1: Access the NSU Library To complete this assignment, you must use scholarly, peer-reviewed sources from the NSU Online Library. 
How to Access: Visit the NSU Library: https://www.nova.edu/library Select “Databases” or “Search the Library.” Log in using your NSU SharkLink credentials Choose a database such as: ProQuest EBSCOhost Google Scholar (via NSU) Helpful Search Terms Consider searching for topics such as: “leadership styles in organizations.” “transformational leadership theory.” “servant leadership model.” “ethical leadership framework.” "authentic leadership." "leadership and organizational ethics." "principle-centered leadership." 
Tip: Be sure to select Peer-Reviewed Journals when searching for sources. Step 2: Select Your Focus Based on your research, choose: One leadership style (e.g., transformational, servant, authentic, transactional, democratic, situational) One leadership model or framework (Covey’s Principle-Centered Leadership, Bolman and Deal’s Four Frames, Full Range Leadership Model, Adaptive Leadership, Leader-Member Exchange (LMX), Ethical Leadership Framework) Assignment Requirements Prepare a paper of approximately 4-5 pages of content (plus cover page and references page) addressing the following: 1. Leadership Style & Leadership Model Describe your selected leadership style Describe your selected leadership model or framework Use scholarly sources to support your explanation. Explain key concepts and characteristics. Discuss how each approach influences behavior. 2. Connection to Covey’s Principle-Centered Leadership Analyze how your selected leadership style and model align with Covey’s Principle-Centered Leadership characteristics. Consider questions such as: What similarities exist between the approaches? How do they support effective leadership? Which Principle-Centered Leadership characteristics are most evident? Where do the approaches differ, if at all? Use specific examples and scholarly support. 3. Ethics in Leadership Discuss the role of ethics in leadership. Address the following: Why are ethics important for effective leadership? How do ethical principles influence leadership decisions and behaviors? How is ethics reflected in your selected leadership style and model? What ethical responsibilities do leaders have toward followers and organizations? Support your discussion with scholarly sources. 4. Personal Leadership Perspective Reflect on your own leadership development. Consider the following: How do you view the importance of ethics in leadership? What leadership style best reflects your current approach? Which aspects of your selected style and model resonate most strongly with you? How might these concepts influence your future leadership practice? This section should include thoughtful personal reflection supported by course concepts. Organization Your paper should include the following headings: Introduction Leadership Style & Leadership Model Connection to Covey’s Principle-Centered Leadership Ethics in Leadership Personal Leadership Perspective Conclusion References Writing Expectations Your paper should: Follow APA 7th Edition guidelines Include at least 3 scholarly peer-reviewed sources from the NSU Library Demonstrate critical thinking and analysis Include proper APA in-text citations and references Be written in a clear, organized, and professional manner Be carefully proofread before submission
MORE INFORMATION YOU WILL NEED TO ADD WHAT IS MISSING
Your Leadership Orientations Self-Assessment Results
The Leadership Orientations assessment is keyed to four different conceptions of organizations and of the task of organizational leadership. Lee Bolman and Terry Deal in Reframing Organizations present these orientations as four frames -- a distinct way of thinking about leadership and organizations.
The Four Frames
STRUCTURAL LEADERS: emphasize rationality, analysis, logic, facts, and data. They are likely to believe strongly in the importance of clear structure and well-developed management systems. A good leader in the structural leader's view is someone who thinks clearly, makes the right decisions, has good analytic skills, and can design structures and systems that get the job done.
HUMAN RESOURCE LEADERS: emphasize the importance of people. They endorse the view that the central task of management is to develop a good fit between people and organizations. They believe in the importance of coaching, participation, motivation, teamwork, and good interpersonal relations. A good leader in the view of a human resource leader is a facilitator and participative manager who supports and empowers others.
POLITICAL LEADERS: believe that managers and leaders live in a world of conflict and scarce resources. The central task of management is to mobilize the resources needed to advocate and fight for the unit’s or the organization’s goals and objectives. Political leaders emphasize the importance of building a power base: allies, networks, coalitions. A good leader to a political leader means an advocate and negotiator who understands politics and is comfortable with conflict.
SYMBOLIC LEADERS: believe that the essential task of management is to provide vision and inspiration. They rely on personal charisma and a flair for drama to get people excited and committed to the organizational missions. A good leader in their view is a prophet and visionary, who uses symbols, tells stories, and frames experience in ways that give people hope and meaning.
Your Scores
Your raw scores for each of the four frames, on a scale from 6 to 24, are:
Structural: 13 Human Resources: 21
Political: 15
Symbolic: 11
Your Percentile Scores
Your raw scores alone do not provide a full picture of your leadership orientations in relation to other leaders'. Most leaders rate themselves considerably higher on the human resources and structural frames than the political and symbolic frames. Paradoxically, Bolman and Deal have found that the political and symbolic frames, which may puzzle or even repel many, are actually more critical for effective leadership. To get a more accurate picture of your frames orientation, determine your percentile rankings using the table below, which is based on a sample of more than 700 managers in business, education, and government. Locate each of your four scores in the appropriate frame column and then look at the Percentile column to see the percentile range for that frame score.
Percentile | Structural Score | HR Score | Political Score | Symbolic Score |
90-100th | 22-24 | 24 | 16-24 | 21-24 |
80-89th | 20, 21 | 22, 23 | 14, 15 | 18-20 |
70-79th | 18, 19 | 21 | 13 | 17 |
60-69th | 17 | 20 | 12 | 16 |
50-59th | 15,16 | 19 | 11 | 14, 15 |
40-49th | 14 | 18 | 10 | 13 |
30-39th | 13 | 17 | 9 | 12 |
20-29th | 11,12 | 15, 16 | 8 | 11 |
10-19th | 9, 10 | 13, 14 | 7 | 9, 10 |
1-9th | 6-8 | 6-12 | 6 | 6-8 |
What Your Scores Mean
Next Steps
All four frames are critical for leading organizations successfully, but few leaders are adept with working in all four frames. Our hope is to encourage you to move beyond your impulses and use all four frames as personal possibilities and leadership identities. Reframing Organizations offers insights and practical suggestions to help you understand and use the possibilities of all four frames to increase your effectiveness as a leader.