The instructions and files will be attached to it.please pay attention to questions and use only resource from here which I provided it. single spaced 2 pages please. each question per page. let me know anything else thanks.
The purpose of this engagement exercise is for you to reengage with the skills necessary for Responsible Leadership, and assess where you stand on these skills for the future. Recall the exercise you engaged in early in the semester: 1. Reread the Maak and Pless article in eReserves and revisit the skills you identified in part 3 of your original post to Discussion Forum 1 (it has been reopened for you to view). Identify which, if any, of these skills you feel you have obtained in this course? Be honest! In a further "reanalysis" of the Maak/Pless model identify any skills related to the complicated model that you may have obtained that you did NOT realize in Week 1 were also necessary for Responsible Leadership and where you stand on these skills. Tip: The goal for this engagement/reflection exercise is NOT to say you have learned everything in this class, as surely you have picked up some but not nearly all...The goal is whether you have a good grasp of the model and can honestly assess your own strengths and weaknesses in becoming a Responsible leader -> Maak and Pless Article- Responsible leadership in a stakeholder society-a relational perspective link: https://web-a-ebscohost-com.tamuct.idm.oclc.org/ehost/pdfviewer/pdfviewer?vid=1&sid=0eb3997c-8dd8-4125-88a7-68ae004d09a2%40sdc-v-sessmgr02 The Maak and Pless article (Responsible Leadership in a Stakeholder Society – A Relational Perspective") is perhaps your most challenging for this week, as it is based on extensive research and transforms ethical leadership to another level of "responsible leadership", embedded in all the different stakeholder groups which organizational leaders now often interact with. Read the background and study Figure 1 on page 107. Think through the various stakeholder groups and the various roles Maak and Pless identify and respond to 3 questions: 1) Which stakeholder group or groups, in your experience, can be the most impactful on whether a leader acts responsibly? and 2) Which role or roles (visionary, steward, citizen, servant, coach, architect, change agent and storyteller) have you seen a CEO or boss of yours do well; give a specific example to illustrate; and 3) Which of these roles to you feel confident playing and which do you think you need more developmental training? - Discussion Forum 1 original post: In my opinion, I can tell that both sides (either agree or disagree) are exist but I would put more weight as a kind of disagree to make a decision as a leader. Two Republican senators dumped millions of dollars in equity just before the US stocks collapsed in reaction to the coronary virus disease outbreak. Richard Burr, Republican Chairman of the Senate Intelligence Committee, and his wife exchanged up to $1.7 million worth of stock on February 13, as per the Legislative filings. Congress records show Kelly Loeffler, a former director at the Intercontinental Exchange entering the Senate this year, traded up to $3.1 million in shares over three weeks until February 14. Both senators escaped significant discarded share losses as US stock markets plunged on February 20 as the world economy declined as a result of the coronavirus pandemic. However, Congressional legal divulgations include only a selection of product disposition standards instead of reliable estimates. The sales of Mr. Burr included 33 transactions worth $628,033 to $1,72 million. Ms. Loeffler varied in 27 trades from $1.3 million to $3.1 million. Regarding this context, Richard Burr exhibits a form of ethical leadership, which is an essential requirement for creating a reputation in his direction since leaders are synonymous with their attitude, actions, and judgment as long as different people learned from them as they traded their shares. Burr's messages have also been mirrored in his works. In a single day on Feb. 13, he sold his equity portfolio in 33 different trades, unloading up to $1.7 million in stock portfolios in hotels and other businesses, a little more than a week before the same market prices plummeted. Generally, it is essential since leaders of Congress should be excluded from insider trading laws, and It's not acceptable to them. Only they will make themselves immune to the rules and keep voting on them. This was one of the best examples of bipartisan unity ever seen in the US government. The context, however, depicts a breach of ethical consideration. This is because every leader should not make an investment decision for their portfolio but rather should understand that investment decisions are made by multiple third-party without their spouses’ knowledge or involvement. Given the scenario that happened, Senator Burr, who is facing a political firestorm for selling off stocks ahead of the coronavirus pandemic owes North Carolinians a piece of concise information as to why he did this. His self-referral to the Ethics Committee for their review is appropriate, and there needs to be a professional and bipartisan inquiry into the issue, which the Ethics Committee can be able to provide. Senator Burr's top priority should be the physical and economic health of every resident in North Carolina, and he should be focusing on working across the aisle to deliver solutions to help combat coronavirus in the region and stabilize their state economy. There are two types of ethics breaches, which are confidentiality and conflict of interest breaches. Senator Burr seems to have violated the code of ethics by selling the shares when there was a global pandemic, conflict of interest. Conclusively, A clear emphasis on the leadership aspect of the word is required to build a reputation for ethical leadership. The dilemma for the executive is to allow ethics and morals to stand out from the corporate environment, which is filled with messages about competitiveness rising and generating quarterly targets and earnings. Moral administrators understand the value of efficiently and effectively put principles at the center of their management strategy. 2. Read the "call to action" in the attached holistic view of Responsible Leadership by Dr. Henri-Claude de Bettignies. Reflect first on your response to his article and the model of Responsible Leadership he is espousing; how is it similar/different than the Maak/Pless model?. Then based on his model, what skills do you think are most paramount for business leaders of the future and reflect and assess where you stand in relation to this set of skills, with supporting narrative. This link is in the attachment: GRLI Reflections - Building Responsible Leaders.pdf Clear writing and self reflection is critical for this assignment, along with demonstrating your knowledge of the two different models of Responsible Leadership. Responses to both Part 1 and 2 should be at least 3-4 well developed paragraphs, with examples and supporting ideas. (Single Space) Each part is worth 15 grading points; be sure to review the grading rubric for further explanation of the requirements. thought leadershipHCDBbis ! Developing Responsible Leaders: Who is Responsible? Henri-Claude de Bettignies Reflections An occasional series of thought leadership N°1 - June 2013 ! ! REFLECTIONS An occasional series of thought leadership papers Reflections is designed to fill the gap between the (relative) inaccessibility of traditional academic papers and the sound-bite logic of media articles. The series provides space for thought leaders to develop ideas to sufficient depth to allow for rigour, whilst maintaining a format which allows those ideas to reach a wide audience. The subject arenas are transdisciplinary and encompass responsible leadership and sustainability across the axis of business, management education and society. Reflections is always about an agenda of deep change. Edition n°1 Developing Responsible Leaders: Who is Responsible? ! 5 About the Author Henri-Claude de BETTIGNIES, the Aviva Chair Emeritus Professor of Leadership and Responsibility and Emeritus Professor of Asian Business and Comparative Management at INSEAD is also Distinguished Emeritus Professor of Globally Responsible Leadership at the China Europe International Business School (CEIBS). He was (until 2011) Director of the Euro-China Centre for Leadership and Responsibility (ECCLAR) that he created in Shanghai, at CEIBS, in 2006. Between 1988 and 2005, with a joint appointment at Stanford University (Graduate School of Business), he shared his time equally between Europe, California and the Asia Pacific region (particularly with the INSEAD campus in Asia). He was educated at the Sorbonne (Licence ès Lettres), at the Catholic University of Paris (EPP), then at the Harvard Business School (ITP). He worked in Africa (MIFERMA, Mauritania), at the University of California (IIR, Berkeley), in New York (for IBM), and then in Tokyo for 5 years. Professor de Bettignies joined INSEAD in 1967 as Assistant Professor and initiated the development of the Organizational Behavior department. Professor since 1975, he started and developed INSEAD’s activities in Japan and the Asia Pacific region which led, in 1980, to the creation of the Euro-Asia Centre, of which he was Director General until 1988. Professor de Bettignies started the development of the Ethics initiative at INSEAD, and pioneered a new approach (AVIRA) to enlighten business leaders. Over a 16 years period the AVIRA programme brought together - in Fontainebleau, California and Singapore – 900 Chairmen and CEOs from 60 countries, keen to enrich their vision and enhance their “responsible” leadership competence. Among the books published under his name are: The Management of Change (Edit. d’Organisation), Business Transformation in China (Thompson Business Press, 1996), The Changing Business Environment in the Asia Pacific Region (Thompson Business Press, 1997), Trade & Investment in the Asia Pacific Region (TPB, 1997). He has co-authored Le Japon (Flammarion, 1998), Business Ethics: Policies and Persons (McGraw Hill, 2005), and (with F. Lepineux) two books: Business, globalization and the Common Good (Peter Lang, Oxford, 2009) and Finance for a better world: the shift toward sustainability (Palgrave, 2009). His latest book (with M. Thompson) is Leadership, Spirituality and the Common Good (Garant, 2010). He was the lead editor of Practical Wisdom for Management from the Chinese classical Tradition (JMD, Vol. 30, N° 7/8, 2011). He is on the editorial Board of 7 academic journals and on a number of Boards, (including the one of the GRLI). Recent surveys in a number of countries demonstrate that confidence in business has steeply decreased. In past days, a shift of this sort was usually balanced out by an increased trust in government. But this is no longer so, as a wise business leader Dr. K. M. Leisinger observes1: "The analysis of global surveys such as the Edelman Trust Barometer2or GlobeScan3 reveals that throughout the world today people have less trust than ever. This is so with regard to governments' ability to effectively manage economic, social and environmental problems and with regard to the trustworthiness of the media... Business is also suffering