Houston 1PROBLEM-SOLVING AND CONFLICT MANAGEM.docx

Houston 1
PROBLEM-SOLVING AND CONFLICT MANAGEMENT
Houston 4
Problem-Solving and Conflict Management
Johnathen Houston
MBA-550-X1650
Southern New Hampshire University
December 11, 2016
An analysis of problem-solving skills, abilities, and knowledge
Various skills and abilities are used to solve a problem or
conflict successfully. Creative thinking is a basic skill that
should be used in solving a problem. One should be able to
adopt new methods of solving a problem without being based on
the known past methods. This skill requires one to be flexible
and consistent when solving the problem. You should be able to
be quick in forming new ideas and be able to support the ideas.
Good listening skills help in achieving a successful
problem solving. A good leader of solving a problem or conflict
should be a good listener. This helps in ensuring that as a leader
I am able to listen to questions from all parties without asking
again what was said or asked. This may help him/her to ensure
that am able to give solutions easily and quickly. The ability to
interpret the scope of a problem is useful in problem-solving. A
leader may use this ability to ensure that he/she is able to
respond to a problem and give solutions easily.
Ability to know the interest of the involved parties. This
ability helps him/her to solve the problem fairly because he/she

can identify a solution that will fulfill the needs of all parties
without favoring any party. Communication skills are also an
important skill that should be adopted. The ability to be audible
when speaking helps in solving a problem. He/she should be
able to know what language to use and how to use it. It helps in
ensuring all a parties can understand him/her.
Problem-solving tools, methods, and strategies
Leaders require having strategies when solving a problem.
Some of the strategies that he/she can adopt are as follows; (a)
Trial and guesses of the solution to the problem. This helps one
to search for the best solution and he/she may land on the best
solution (b) Simplification and clarification of the problem
being solved and understand what is the key issue (b) Creation
of a process of handling the situation (c) Create a drawing of
the problem to make be realistic. (d) Search and apply relevant
information from such a past problem. (f) Giving a chance of
voting from the parties involved (Posamentier, 2008).
However, some of the strategies in solving a problem are not
so reliable. Voting is a strategy used in solving a problem but it
is not so effective. One party may have a majority population
and this means that if they vote more than justice may not be
fulfilled. Trial and guesses are used in solving a problem but
are also not so reliable. This is because the parties may lack
confidence in your once they note that you are using this
strategy.
Analysis of my leader’s conflict management and negotiation
skills
For a good problem solving my leader uses the skill of
active listening. This makes communication between us and him
to be easy because he is able to give quick responses to any
issue. He is a creative thinker. This helps him to come up with

solutions and ideas easily and also come up with an original
solution which does not favor any party. I also have the ability
to be a creative thinker and I can easily come up with a good
idea when resolving a conflict. I am able to have a big
knowledge about the issue being solved by acquiring
information by reading or asking on how to solve the problem.
I would use collaboration as a technique in a conflict
management. This technique would help to involve all a parties
and hence get views from all the parties. I would also use be
compromising because this helps in coming up with a solution
that satisfies all the parties. I would use the technique of
avoiding of direct involvement in the conflict. This would help
me to avoid favoring either party and so the solution I would
come up with a fair solution to all parties.
REFERENCES
Posamentier, A. & Krulik, S. (2008). Problem-solving
strategies for efficient and elegant solutions, grades 6-12: a
resource for the mathematics teacher. Thousand Oaks, CA:
Corwin Press.
Self-Assessment Investigation 1
Self-Assessment Investigation 2
Self-Assessment Investigation

Johnathen Houston
MBA-550-X1650
November 13, 2016
I. Self-assessment
A. My professional assessment on leadership
I am futuristic, and I have big dreams and visions. I engage
myself in most of the activities so as to reach my goals. I do not
only see what life has to offer in present day; I see what can be
done to ensure that my future and the future of people around
me is bright. I relate well with people, getting along with
people has never been hard for me. That has helped me in
leading people we have even never met before (Rossiter, 2004).
My communication skills are unquestionable. Getting along
with people and passing a message from a person to another has
never been a challenge to me. I am achievements oriented; I am
pushed by an inner drive to go to greater heights and achieve
more than I already have. I am strategic; I always find myself
getting through challenges. My point of improvement is
tolerance, most of the time I find it difficult to work with
nonperformers.
B. Comparing and contrasting my assessment and Steve Jobs
There are some leadership qualities that we have in common
with Steve Jobs, and on the other hand, there are areas that we
are completely different. One of the leadership qualities of
Steve Jobs is that he is visionary (Sarah, 2011). The reason why
he emerged to be one of the greatest men that this world has

ever had is that he looked into the future. Steve Jobs and I are
both visionary; we do not only see the present, but we also see
the future. Steve Jobs had a problem in adapting and having
empathy for people who he worked with and those who worked
with him. That is one of the leadership qualities that are not
common in both of us. Steve Jobs would rush to accomplish a
goal; I believe in paying close attention to a situation and
striking during the perfect time. Steve Jobs was focused;
sometimes my attention is diverted when I have to sort out an
issue.
II. Leadership and management
A. Analyze the leader’s professional career track and growth,
focusing specifically on the leader’s management roles and
functions.
When Steve Jobs started Apple computer, he was just 21 years
old. His management skills of not tolerating nonperformers took
him to greater heights. Jobs liked to be in control of everything
(Vital, 2014). Some of the people he worked with narrated that
he would take control of everything in the company; from the
design of the phone to the food made in the cafeteria. As a
result, nothing would happen without his knowledge, and that
made him have full control of the company. As a result, his
company emerged to be one of the most successful
organizations in the world.
How are the leader’s leadership skills and abilities different
from the management roles and functions he or she fulfilled?
Though one of the leadership qualities of Steve Jobs was to
ignore the reality, it was not the case when it came to him
managing his company. Decisions that he made in running the
organization were reality based.
B. What impact did the leader’s leadership skills have on his or
her ability to improve organizational structure, operations, and
communication?
Steve Jobs was a visionary leader (Kallas, 2012). As a result,
his legacy remains. Due to him being a visionary leader, he
established an organization that is at the top of the world today.

Steve Jobs was a leader who wanted to be in control of
everything in the company and that made the employees
perform. He was in control of every department and that
promoted communication in the organization since he would
take the initiative of telling every employee what they are
expected to do.
C. What impact did the leader’s management roles and functions
have on his or her ability to improve organizational structure,
operations, and communication?
Steve Jobs believed in managing the big and the little. To him,
there was no task too little for him to manage. That served as an
example to leaders who came after him. He believed that the
work of the manager is to control everything around him. Steve
Jobs management style did not have room for errors. He was
striving for perfection. He threw away two prototypes of
iPhones during his tenure in just one year. However, he later
accepted the third. He did so because the iPhones were not as
perfect as he wanted.
References
Sarah, M. (2011). Steve Jobs: An Unconventional Leader.
Retrieved from http://www.executivestyle.com.au/steve-jobs-an-
unconventional-leader-1lcmo
Kalla, S. (2012). 10 Leadership Skills from Steve Jobs.

Retrieved from
http://www.forbes.com/sites/susankalla/2012/04/02/10-
leadership-tips-from-steve jobs/#79c7941f5a02
Vital, A. (2014). How Steve Jobs Started-The Life of Apple’s
Founder. Retrieved from http://fundersandfounders.com/how-
steve-jobs-started/
Rossiter, D. E. (2004). Leadership skills. New York: Ferguson.
Singleton, W. T. (2001). Management skills. Baltimore:
University Park Press.
Running Head: Steve Jobs Organizational Vision and Culture
1
Steve Jobs Organizational Vision and Culture
2
Johnathen Houston
MBA-550-X1650
November 27, 2016
Steve Jobs passed away in October 2011 and he left behind a
legacy in Apple Inc. due to his exceptional business
accomplishments. Steve Jobs made Apple Inc. the great
company it is today as a result of his great understanding of
strategic positioning, differentiation, manner of changing the
industry’s structure and innovation. The major strategic

planning by most organizations involve discovering a problem,
analyzing the basis of the problem, coming up with various
solutions to the problem and finally formulating a group of
initiatives that will be used in addressing the problem. Steve
Jobs had a different strategic planning approach that worked for
Apple Inc. and it would work for many organizations as well in
present day industries. Steve Jobs focused on positive deviant
performance in his organization that is the achievement of
success that is extraordinary that goes beyond the outside
observers and stakeholders’ expectations (Isaacson 2011). A
positive deviance state is one in which the organization
flourishes achieving optimal performance and at its best
functionally. Steve Jobs developed a strategic planning in which
he embraced positive deviance, this enabled him to focus more
on the strengths of the organization and this did not necessarily
mean that he would ignore the threats and problems facing the
organization.
Steve Jobs was a “strategic storyteller” that is he would frame
Apple Inc.’s strategies as a story and he received several
accolades for this ability. Steve had the ability to craft a
captivating, comprehensible narrative that interweaved the
organization’s value proposition and its implicit mission as
Apple Inc.’s dominant strategy theme a good example of this
was Apple’s 2009 annual report that stated its formal strategy.
The strategy is not different from strategies from other
computer and electronic industries but the aspect of adopting
narratives that comprised of rhetoric, images and metaphors
made it more interesting and encouraged the entire Apple team
to work towards achieving their goals through the lively
strategies and this differentiated Steve Jobs strategies from
those of other organizations. The strategic stories made the
stakeholders and the employees conversant with the Apple’s
actions through setting a stage platform that offered futuristic
and insightful descriptions of the manner Apple would respond
to its macro-environment and compete in different industries.
Steve Jobs made organizational culture as his leadership

support, unlike many leaders who do not consider
organizational culture and instead they focus on financial
resources, customers and their competitors. An organization’s
culture is effective only if the culture is in alignment with the
organization’s goals, environment, values and resources and it
is important for the organizational leaders to recognize the
manner in which they can incorporate culture to help in
achieving positive deviance (Lashinsky 2012). Steve Job had a
great ability to align Apple’s culture with the organization’s
strategies, the culture was driven by the vision to create great
products. Steve Jobs ensured that he made innovation a
dominant value in Apple’s culture and it is still dominant today.
Steve Jobs would reward his employees for their creativity,
experimenting and risk taking and according to many interviews
Jobs would mention that innovation was a norm in Apple’s
culture. Steve Jobs created a culture in which employees would
be encouraged to see their work as their calling, a calling that is
important and the employees were proud of Apple and every
employee that got recruited was incorporated into the
company’s culture.
Steve Jobs had a strategic plan in which he made sure that he
every opportunity that presented itself in the organization’s
external environment. Steve Jobs had the ability to understand
the external forces and trends and using this he would make use
of it to create scenarios as well as formulate strategies that
differentiated Apple from other organizations. Steve Jobs
ensured that he positioned Apple in a manner that would enable
it to align Apple’s strategies with external opportunities
insights. Steve Jobs used strategic solutions to embrace
opportunistic perspectives and he ensured that he pushed the
stakeholders in creating the future. Steve Jobs saw his role as a
leader as one that required him to create goods and services that
consumers did not think they would require.
Steve Jobs had a great strategic planning and he created a strong
organizational culture that lead to the great success of Apple
Inc. among the electronic and computer industry. Despite his

great strategic planning there are things that he did not
incorporate in his strategic planning that if he did he would
have achieved a greater success than he did during his time.
Steve Jobs was hypercritical, stubborn and critical and to many
he was tyrannical, demanding and unpredictable (Sander 2012).
This character made him to derail the performance of the
company since the employees at times were not aware of what
Steve Jobs wanted due to his unpredictable nature, he should
have otherwise made sure that he effectively communicated his
intentions and plans to his employees to avoid confusion in
implementing the strategies.
References
Isaacson, W. (2011). Steve Jobs. New York: Simon & Schuster.
Lashinsky, A. (2012). Inside Apple: how America's most
admired-and secretive-company really works. New York:
Business Plus.
Sander, P. (2012). What would Steve Jobs do? : How the Steve
Jobs way can inspire anyone to think differently and win. New
York: McGraw-Hill.
MBA 550 Final Project Part II Guidelines and Rubric
Final Project Part II Overview
MBA 550 has two final projects: Final Project Part I: Self-
Assessment Investigation, due in Module Three, and Final
Project Part II: Leadership Assessment, due in
Module Nine. The course has a milestone assignment in each of
the following modules: Two, Four, Five, and Seven. You will

select a corporate or organizational
leader who could be a personal role model. The professional
self-assessment taken during the course will be the lens through
which you will select this leader.
You will research the leader’s professional career track,
management and leadership styles, team-building skills,
organizational vision and culture, and problem-
solving and conflict-management abilities. You will then
compare aspects of your own leadership style to the leadership
style of the person you selected.
In the milestone research and writing process leading to Final
Project Part II: Leadership Assessment, you completed a
thorough analysis of your leadership traits
through the StrengthsFinder results and compared these results
with the cognitive factors associated with leadership
effectiveness. You explained how
leadership strengths and traits contributed to the effectiveness
of an organization. You also evaluated teams and organizational
structure in the actions of your
chosen leader with his or her organization and executive team,
and evaluated best practices with teams used by the leader. You
reviewed your chosen leader’s
organizational vision and how your leader developed the
organization’s strategic plan, and methods not employed by the
leader in the planning process. You
analyzed evidence of your leader’s personal, political, and
positional power, assessing how the leader used that power to
structure the organization, thus
creating culture. You reviewed your own knowledge, skills, and
abilities related to problem-solving and your chosen leader’s
problem-solving abilities. You
evaluated methods and strategies used by the leader and
explained which tools, methods, and strategies you would
use/emulate and which you would avoid.
You reviewed your own conflict management and negotiation

skills and analyzed your leader’s skills related to conflict
management and negotiation. You
analyzed which of techniques of the chosen leader you would
use/emulate and how they would help you. In Final Project Part
II, you will finalize and submit a
paper or presentation comprises all the milestone submissions
with edits based on instructor feedback, and develop a
conclusion of your findings. You will base
the conclusion on the results of your self-assessment and your
research on your selected leader. You will address how you may
continue to improve and build
upon your leadership skills and areas for development. Refer to
the Final Project Part II Rubric (below) for submission
guidelines.
Final Project Part II: Leadership Assessment addresses the
following course outcomes:
-assessment tools for
informing personal appreciation of leadership skills and areas of
professional development
intrapreneurship and entrepreneurship environments for
organizing teams by functions
individuals and teams to align with organizational visions
as tools for effecting change in organizational culture
organizational problem-solving and decision-making in
leadership and management contexts

for effectively communicating and resolving organizational
behavioral disputes
Final Project Part II Prompt
Your Final Project Part II paper/presentation should answer the
following prompt: Finalize and submit a paper or presentation
comprising all the knowledge and
material gained from the three milestone submissions with edits
based on instructor feedback, and develop a conclusion for your
findings. You will base the
conclusion on the results of your self-assessment and your
research on your selected leader. You will address how you may
continue to improve and build upon
your leadership skills and areas for development.
Specifically, the following critical elements must be addressed:
I. Teams
A. Assess how the leader structured the organization, describing
the best practices for planning and staffing he or she employed
to organize teams.
In other words, what leadership or management style did the
leader use to organize teams by function?
B. Assess how the leader organized his or her executive team,
describing the best practices for planning and staffing that he or
she employed in

organizing the executive team. Consider questions such as these
in your response: How did the leader use personal power to
develop the
executive team? Whom did the leader surround herself/himself
with? Did the leader consider specific skill sets, functions, or
roles in the
organization of the executive team?
C. Evaluate the best practices used by the leader to structure the
organization and develop the executive team. Consider
questions such as these in
your evaluation: How did these best practices develop and
improve the organization? How did the best practices influence
the organization’s
culture and retain top talent?
II. Organizational Vision
A. How did the leader develop the strategic plan for the
organization? Was it written by the leader, a team, or a
consultant, for example?
B. What was the leader’s organizational vision? What strategies
did the leader use to motivate individuals and teams to align
with the vision?
C. Recommend strategic planning methods not employed by the
leader that could be used to motivate individuals and teams to
align with the
vision. Why would these methods be effective? In other words,
what alternative strategic planning methods could the leader
have used, and
why?

III. Organizational Culture
A. Analyze the evidence of personal, political, and positional
power in the leadership style and background of your selected
leader.
B. Assess how the leader structured organizational culture using
personal, political, and positional power. Consider questions
such as these in your
response: How did the leader involve employees in the
organizational culture? Was there a focus on employee
engagement to retain top talent?
C. How did the leader’s use of power as a tool effect change in
the organization?
IV. Problem-Solving
A. Based on the results of your professional self-assessment,
what skills, abilities, and knowledge related to problem-solving
and decision-making
do you possess?
B. Analyze the leader’s problem-solving and decision-making
skills and abilities. Support your analysis with the tools,
methods, or strategies he or
she used to solve problems and make decisions.
C. What tools, methods, or strategies for problem-solving and
decision-making does your leader use that you want to emulate?
What tools,
methods, or strategies for problem-solving does your leader use
that you would like to avoid? Explain your response.

V. Conflict Management
A. Based on the results of your professional self-assessment,
what skills, abilities, and knowledge related to conflict
management and negotiation
do you possess?
B. Analyze the leader’s conflict management and negotiation
techniques and skills. How did the leader use these techniques
to effectively
communicate and resolve disputes? Support your response with
specific examples from the leader’s career track.
C. What techniques or skills for conflict management and
negotiation does your leader use that you want to emulate? If
you emulate these
techniques or skills, how will they help you to communicate
effectively and resolve organizational behavioral disputes?
VI. Conclusion
Based on the results of your self-assessment and your research
on your selected leader, how may you continue to improve and
build upon your
leadership skills and areas for development?
Final Project Part II Rubric
Guidelines for Submission: Your professional leadership profile
may be submitted as a paper or a presentation. If you choose to
submit a paper, it should adhere
to the following formatting requirements: 10–12 pages, double-
spaced, using 12-point Times New Roman font and one-inch

margins. If you choose to submit a
presentation, it should adhere to the following formatting
requirements: 18–20 slides, with speaker notes or voice
recording. Possible presentation tools include
PowerPoint or Prezi. Whether you submit a paper or a
presentation, you should have a minimum of five scholarly
references. Use current APA-style guidelines
for your citations and reference list.
Instructor Feedback: This activity uses an integrated rubric in
Blackboard. Students can view instructor feedback in the Grade
Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (90%) Needs
Improvement (70%) Not Evident (0%) Value
Teams:
Organization
Meets “Proficient” criteria, and
response demonstrates keen
insight into best practices for
planning and staffing in
intrapreneurship and
entrepreneurship environments
Comprehensively assesses how
leader structured organization,
describing best practices for
planning and staffing employed
to organize teams
Assesses how leader structured
organization, but assessment is

cursory or inaccurate or does not
describe best practices for
to organize teams
Does not assess how leader
structured organization
6
http://snhu-
media.snhu.edu/files/production_documentation/formatting/rubr
ic_feedback_instructions_student.pdf
Teams: Executive
Team
leader organized executive team,
describing best practices for
in organizing executive team
Assesses how leader organized
executive team, but assessment
is cursory or inaccurate or does
not describe best practices for

in organizing executive team
organized executive team
6
Teams: Best
Practices
Accurately evaluates best
practices used by leader to
structure organization and
develop executive team
Evaluates best practices used by
leader to structure organization
and develop executive team, but
with gaps in accuracy or detail
Does not evaluate best practices
used by leader to structure
organization and develop
executive team
6
Organizational

Vision: Strategic
Plan
explanation demonstrates keen
insight into strategic planning
methods
Clearly explains how leader
developed strategic plan for
organization
Explains how leader developed
strategic plan for organization,
but with gaps in clarity or detail
Does not explain how leader
developed strategic plan for
organization
6
Organizational
Vision: Vision
description demonstrates
nuanced understanding of
relationship between
organizational vision and
strategies for motivating
individuals and teams to align
with vision
Clearly describes leader’s

organizational vision and the
strategies used by leader to
motivate individuals and teams
to align with vision
Describes leader’s organizational
vision and how leader motivated
with vision, but with gaps in
clarity or detail
Does not describe leader’s
organizational vision and how
leader motivated individuals and
teams to align with vision
6
Organizational
Vision: Methods
response demonstrates nuanced
understanding of relationship
between organizational vision
and strategies for motivating
with vision
Recommends and justifies
appropriate, effective strategic
planning methods not employed
by leader that could be used to
motivate individuals and teams
to align with vision

Recommends and justifies
strategic planning methods not
employed by leader that could be
used to motivate individuals and
teams to align with vision, but
recommendations are not
appropriate or effective for the
situation
Does not recommend and justify
strategic planning methods
6
Organizational
Culture: Power
analysis demonstrates keen
insight into use of personal,
political, and positional power
Accurately analyzes evidence of
personal, political, and positional
power in leadership style and
background of selected leader
Analyzes evidence of personal,
political, and positional power in
leadership style and background
of selected leader, but with gaps
in accuracy or detail
Does not analyze evidence of
personal, political, and positional
power in leadership style and

background of selected leader
6
Organizational
Culture:
Structured
assessment demonstrates
nuanced understanding of use of
power to structure organizational
culture
leader structured organizational
culture using personal, political,
and positional power
Assesses how leader structured
organizational culture, but
assessment is cursory or
inaccurate
structured organizational culture
6
Organizational
Culture: Effect

Change
explanation demonstrates
nuanced understanding of use of
power to effect change in
organizational culture
Clearly explains how the leader
used power as a tool to effect
change in the organization
Explains how the leader used
power as a tool to effect change
in the organization, but with gaps
in clarity or detail
Does not explain how the leader
used power as a tool to effect
change in the organization
6
Problem-Solving:
Self- Assessment
description demonstrates keen
insight into problem-solving and
decision-making skills, abilities,
and knowledge
Clearly describes skills, abilities,
and knowledge related to
problem-solving and decision-
making, based on results of self-

assessment
Describes skills, abilities, and
knowledge related to problem-
solving and decision-making, but
description is not based on self-
assessment or lacks clarity or
detail
Does not describe skills, abilities,
and knowledge related to
making
6
Problem-Solving:
Leader
analysis demonstrates nuanced
understanding of tools, methods,
or strategies used to solve
problems and make decisions
Accurately analyzes leader’s
making skills and abilities,
supporting analysis with tools,
methods, or strategies leader
used to solve problems and make
decisions
Analyzes leader’s problem-
solving and decision-making skills
and abilities, but with gaps in

accuracy, detail, or support
Does not analyze leader’s
making skills and abilities
6
Problem-Solving:
Tools
response demonstrates nuanced
understanding of tools, methods,
or strategies used to solve
problems and make decisions
Determines and clearly explains
appropriate tools, methods, or
strategies used by leader to both
emulate and avoid
Determines and explains tools,
methods, or strategies used by
leader to both emulate and
avoid, but tools, methods, or
strategies are not appropriate or
explanation lacks clarity or detail
Does not determine or explain
tools, methods, or strategies
used by leader to both emulate
and avoid
6

Conflict
Management:
Self- Assessment
description demonstrates keen
insight into conflict management
and negotiation skills, abilities,
and knowledge
Clearly describes skills, abilities,
and knowledge related to conflict
management and negotiation,
based on results of self-
assessment
Describes skills, abilities, and
knowledge related to conflict
management and negotiation,
but description is not based on
self-assessment or lacks clarity or
detail
Does not describe skills, abilities,
and knowledge related to conflict
6
Conflict
Management:

Leader
between conflict management
and negotiation techniques and
skills and positive outcomes to
conflict
Accurately analyzes leader’s
conflict management and
negotiation techniques and skills
and explains how leader used
techniques and skills to
effectively communicate and
resolve disputes, supporting
response with specific examples
from leader’s career track
Analyzes leader’s conflict
techniques and skills, and
explains how leader used
resolve disputes, but with gaps in
accuracy, detail, or support
Does not analyze leader’s conflict
techniques and skills, or does not
explain how leader used
resolve disputes

6
Conflict
Management:
Techniques
between conflict management
and negotiation techniques and
skills and positive outcomes to
conflict
Selects appropriate techniques or
skills for conflict management
and negotiation used by leader to
emulate, and clearly explains
how techniques or skills will aid
in effective communication and
resolution of organizational
behavioral disputes
Selects techniques or skills for
conflict management and
negotiation used by leader to
emulate and explains how
techniques or skills will aid in
effective communication and
resolution of organizational
behavioral disputes, but selection
is not appropriate or explanation
lacks clarity or detail

Does not select techniques or
skills for conflict management
and negotiation used by leader to
emulate
6
Conclusion Meets “Proficient” criteria, and
explanation demonstrates keen
insight into strengths and areas
for development
Clearly explains how to improve
and build upon own leadership
skills and areas for development,
based on results of self-
assessment and research on
selected leader
Explains how to improve and
build upon own leadership skills
and areas for development, but
explanation is not based on self-
assessment or research or lacks
clarity or detail
Does not explain how to improve
and build upon own leadership
skills and areas for development
5
Articulation of
Response
Submission is free of errors

related to citations, grammar,
spelling, syntax, and organization
and is presented in a professional
and easy-to-read format
Submission has no major errors
spelling, syntax, or organization
Submission has major errors
that negatively impact readability
and articulation of main ideas
Submission has critical errors
that prevent understanding of
ideas
5
Total 100%

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