For this task, you will write a paper on an existing organization with which you have had personal experience. The organization can be a business or a nonprofit, and you may represent any level of the organization (e.g.,
team, department, division, whole) in your analysis.
You will first describe the chosen organization. Your description of the organization should convey personal
experience, rather than information gained from secondhand sources or media coverage. You will then perform a SWOT analysis on that organization. Last, you will analyze that organization’s leadership.
Note: Any information that would be considered confidential, proprietary, or personal in nature should not be included in the actual task submission to WGU. Do not include the actual names of people, suppliers, the
organization(s), or other identifiable information. Fictional names should be used. Also, organization-specific data, including financial information, should not be included but should be addressed in a general fashion as
appropriate. Work performed for clients and employers is their property and should not be used without
written permission.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no
more than a 10% match to any one individual source can be directly quoted or closely paraphrased from
TASK OVERVIEW SUBMISSIONS EVALUATION REPORT
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sources, even if cited correctly. The originality report that is provided when you submit your task can be used
as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric
aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Write a paper (suggested length of 10–16 pages) by doing the following:
A. Describe an existing organization with which you have had personal experience and its objective(s).
1. Describe three leadership practices of the current leader, other than yourself, in the existing
organization.
Note: Leadership practices are routine actions, behaviors, functions, and responsibilities that the current leader performs.
2. Discuss how the current leader has affected organizational culture.
Note: You may represent any level of the chosen organization (e.g., team, department, division, whole) and the respective current leader in your description.
B. Conduct a SWOT analysis evaluating the chosen organization by doing the following:
1. Evaluate two of the organization’s current strengths.
2. Evaluate two of the organization’s current weaknesses. 3. Evaluate two of the organization’s current unmet opportunities.
4. Evaluate two of the organization’s current unresolved threats.
Note: The accepted model for a SWOT analysis defines strengths and weaknesses as internal to the
organization, and opportunities and threats as external to the organization.
C. Conduct a leadership evaluation of the current leader discussed in part A1, using one of the scholarly leadership theories below that is different from task 1, by doing the following:
• transformational leadership
• transactional leadership • situational leadership
• participative leadership • servant leadership
• behavioral leadership
• trait theory of leadership 1. Evaluate three strengths of the current leader, using the chosen scholarly leadership theory, including
how each strength relates to the theory. Support the evaluation of the leader’s strengths with at least one scholarly source.
2. Evaluate three weaknesses of the current leader, using the chosen scholarly leadership theory,
including how each weakness relates to the theory. Support the evaluation of the leader’s weaknesses with at least one scholarly source.
3. Recommend three actionable items to improve the effectiveness of the current leader, including how each actionable item relates to the chosen scholarly leadership theory. Support the recommendations
of actionable items with at least one scholarly source.
Note: The recommendations need to address the current leaders identified leadership weakness.
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Note: A scholarly source could be a reputable journal, a published book, or any source from a university faculty member or business leader. Scholarly sources also include any article or book in the online WGU
library.
D. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or
summarized.
E. Demonstrate professional communication in the content and presentation of your submission.
File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ‘ ( )
File size limit: 200 MB File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg,
wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
RUBRIC
A: ORGANIZATION DESCRIPTION:
A1: LEADERSHIP PRACTICES:
A2: EFFECTS OF CURRENT LEADER ON CULTURE:
NOT EVIDENT
A description of an existing or-
ganization and its objective(s) is
not provided.
APPROACHING COMPETENCE
The description does not include
specific details about the exist-
ing organization or its overall
objective(s).
COMPETENT
The description includes specific
details about the existing organi-
zation and its overall objective(s).
NOT EVIDENT
A description of 3 leadership
practices of the current leader in
the existing organization is not
provided.
APPROACHING COMPETENCE
The description does not include
specific details of each of the 3
leadership practices of the cur-
rent leader in the existing orga-
nization, or the current leader
identified is the candidate.
COMPETENT
The description includes specific
details of each of the 3 leader-
ship practices of the current
leader in the existing organiza-
tion, and the current leader iden-
tified is not the candidate.
NOT EVIDENT
A discussion of how the current
leadership has affected organi-
zational culture is not provided.
APPROACHING
COMPETENCE
The discussion does not include
specific details about the
COMPETENT
The discussion includes specific
details about the organization’s
culture and is supported by spe-
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B1: CURRENT STRENGTHS:
B2: CURRENT WEAKNESSES:
B3: CURRENT OPPORTUNITIES:
B4: CURRENT THREATS:
organization’s culture or is not
supported by specific examples
of the current leader’s effect on
the organizational culture.
cific examples of the current
leader’s effect on the organiza-
tional culture.
NOT EVIDENT
An evaluation of 2 of the
organization’s current strengths
is not provided.
APPROACHING COMPETENCE
The evaluation of 2 of the
organization’s current strengths
does not include specific details,
or the strengths identified do
not have a positive impact on
the organization.
COMPETENT
The evaluation of 2 of the
organization’s current strengths
includes specific details, and the
strengths identified have a posi-
tive impact on the organization.
NOT EVIDENT
An evaluation of 2 of the
organization’s current weak-
nesses is not provided.
APPROACHING
COMPETENCE
The evaluation of 2 of the
organization’s current weak-
nesses does not include specific
details, or the weaknesses iden-
tified do not have a negative im-
pact on the organization.
COMPETENT
The evaluation of 2 of the
organization’s current weak-
nesses includes specific details,
and the weaknesses identified
have a negative impact on the
organization.
NOT EVIDENT
An evaluation of 2 of the
organization’s current unmet
opportunities is not provided.
APPROACHING COMPETENCE
The evaluation of 2 of the
organization’s current unmet
opportunities does not include
specific details, or the opportu-
nities identified do not have the
potential to benefit the
organization.
COMPETENT
The evaluation of 2 of the
organization’s current unmet op-
portunities includes specific de-
tails, and the opportunities iden-
tified have the potential to bene-
fit the organization.
NOT EVIDENT
An evaluation of 2 of the
organization’s current unre-
solved threats is not provided.
APPROACHING COMPETENCE
The evaluation of 2 of the
organization’s current unre-
COMPETENT
The evaluation of 2 of the
organization’s current unre-
solved threats includes specific
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C1: STRENGTHS OF THE CURRENT LEADER:
C2: WEAKNESSES OF THE CURRENT LEADER:
C3: RECOMMENDATIONS FOR THE CURRENT LEADER:
solved threats does not include
specific details, or the threats
identified do not have the po-
tential to threaten the
organization.
details, and the threats identified
have the potential to threaten
the organization.
NOT EVIDENT
The submission does not evalu-
ate 3 strengths of the current
leader.
APPROACHING
COMPETENCE
The submission evaluates 3
strengths of the current leader,
but the evaluation does not use
the chosen scholarly leadership
theory or does not include spe-
cific details of each strength or
specific examples to support
how each strength relates to the
chosen theory. Or the evalua-
tion is not supported by at least
1 appropriate scholarly source.
COMPETENT
The submission evaluates 3
strengths of the current leader
using the chosen scholarly lead-
ership theory and includes spe-
cific details of each strength and
specific examples to support how
each strength relates to the cho-
sen theory. The evaluation is sup-
ported by at least 1 appropriate
scholarly source.
NOT EVIDENT
The submission does not evalu-
ate 3 weaknesses of the current
leader.
APPROACHING
COMPETENCE
The submission evaluates 3
weaknesses of the current
leader, but the evaluation does
not use the chosen scholarly
leadership theory or does not in-
clude specific details of each
weakness or specific examples
to support how each weakness
relates to the chosen theory. Or
the evaluation is not supported
by at least 1 appropriate schol-
arly source.
COMPETENT
The submission evaluates 3
weaknesses of the current leader
using the chosen scholarly lead-
ership theory and includes spe-
cific details of each weakness and
