MOB6110 Creating Entrepreneurial Leaders Report Sample
Entrepreneurial leaders should be routinely seeking out the feedback of others. This helps you better access aspects of who you are and how you impact and influence others. This exercise provides you with an excellent opportunity to solicit feedback from those who know you well. This activity will help you generate an External Feedback Report, meaning feedback from individuals outside of the class. This assignment worth 10% of your CEL course grade.
Your Task is as Follows:
• Identify THREE individuals from whom you can solicit feedback. These will people who know you well and for longer than twelve months. TWO of the three should be persons who currently or previously supervised you in a work position, student activity/organization, or other leadership position (student group, sports, artistic or community). Choose people who can offer an informed and candid view of your leadership and performance in action. Think about people from whom you would really like the feedback; people who are interested in your learning and development. They may be people with whom you feel you worked very well, but they may also be people with whom you experienced some conflict. Choosing people from a variety of contexts in your life is strongly encouraged.
• Reach out to those individuals. You can explain to them that you would like their help with a course exercise, but you will likely achieve better results if you also make it clear that you are seeking out feedback because you would like to improve your effectiveness. If you are earnest in your request, most people will try to help you.
• If you cannot meet in person with each individual, then a one-on-one virtual meeting via Zoom, WebEx or other virtual platform would be the next best alternative. In no case would a phone call be acceptable for this assignment, without explicit pre- approval by your CEL professor due to extreme circumstances.
It is often helpful to let people know about the questions in advance so they have a chance to think about their responses. Take careful notes, you will need to write a short overview of your interviews for submission and use in class.
The way you respond to the individual helping you is critically important. Listen and ask questions; do not become defensive. Do not start telling your story or giving them feedback. Only talk when you want to ask clarifying questions. In relation to questions 3-5 (see below), you do not have to do what the other person says; you are looking for patterns and for their ideas. When the interview is complete, thank the individual providing the feedback. It can also be helpful to try to summarize with them what you have heard.
Required Questions to Ask
Meet with them and ask them to respond to the following questions:
1. “Share with me a specific time when you have seen me make a special contribution”. After they share the story/specific example, ask: “In your view, what distinctive strengths do you believe I displayed with this contribution?”
2. “Share with me a specific time when you have seen me at my best”. After they share the story/specific example, ask: “In your view, what unique value did I create at this time when I was at my best?”
3. “What one thing should I keep doing to be an effective team member or leader?”
4. “What one thing should I stop doing or do less of to be an effective team member or leader?”
5. “What one thing should I start doing or do more of to be an effective team member or leader?”
The Write-up to be submitted As soon as you can, while your memory is still fresh, write several paragraphs describing what you heard from each person. These notes will help you with the write-up to be submitted. You need to prepare a 3-4 page document that serves as a summary of your interviews, 12 point font, double spaced. In your write-up, include five clearly demarcated sections:
1. The name of each person interviewed
2. The person’s relationship to you (e.g., direct report, friend, family member, manager, peer, client, etc.).
3. The date of the interview.
4. Briefly summarize each person’s response to the questions. Do Not summarize their response to each question. Instead, what is the overarching message each person is conveying to you given how he or she responded to the questions collectively? Give examples, define terms, quote interviewees, etc. to enhance your summary.
5. Step back from what you wrote in #4 and analyze what all this feedback, collectively (i.e., all interviewees combined), says about you. This is by far the most important part of your write-up so spend most of your time on this analysis. What are the key patterns or 3 themes you see in the feedback from all the people and all the questions put together? How do you make sense of those themes/patterns? Strengthen and support your analysis by doing things like providing a quote or an example related to the strengths/opportunities they were highlighting, defining terms, exploring implications, etc. (Note: to help on this last section, some students first take each question and look at all the responses from those interviewed for each question, and then they will look at all the questions together).
Feedback Assignment Grading:
• Names of people interviewed, their relationship to you, and the dates interviewed: 5pts.
• Brief, overall summary of each person’s response to the questions: 20pts.
• Analysis of what this feedback says about you (key themes, patterns, and/or takeaways): 75pts.
Solution
Summary
The feedback from interviews with Dr. Emily Williams, Alex Thompson, and Sarah Rodriguez creates a compelling picture of my strengths and places for improvement. Strong areas of strength include interpersonal skills, flexibility, and problem-solving, which are praised by both coworkers and academic advisors. University Assignment Help, However, there is a need to improve documentation, establish clear professional-personal boundaries, and refine leadership clarity. The feedback acts as a strategic road map, highlighting the necessity of utilizing current strengths for professional success while taking proactive measures to improve highlighted blind spots. It serves as a thorough manual for ongoing improvement and effectiveness in both the professional and personal domains.
1. Interviewee Information
1. Person 1
• Name: Alex Thompson
• Relation: Former Manager
Person 2
• Name: Sarah Rodriguez
• Relations: Long-time Friend
Person 3
• Name: Dr. Emily Williams
• Relations: Academic Advisor (Moragues?Faus, 2019).
2. Interview Date
• Person 1 (Alex Thompson)
• Interview Date: October 15, 2023
• Person 2 (Sarah Rodriguez)
• Interview Date: October 18, 2023
• Person 3 (Dr. Emily Williams)
• Interview Date: October 20, 2023 (Moragues?Faus, 2019).
3. Summary of Responses
1. Alex Thompson
During our time working together on Project Insight, Alex described me as a committed and proactive team member in his responses to my questions. He cited an occasion where I took the initiative to address a pressing problem, demonstrating my problem-solving abilities. He claims that my capacity to successfully traverse problems is one of my unique strengths. His comments imply that he appreciates my initiative and the beneficial effects I have on project achievements (Moragues?Faus, 2019).
2. Sarah Rodriguez
Sarah's viewpoint, which was based on a shared past, shed light on another facet of my personality. She remembered instances outside of the workplace, highlighting instances when I offered sympathy and assistance in trying personal circumstances. The main takeaway from her perspective is that I bring a special combination of empathy and camaraderie to all facets of my life. Her comments imply that my interpersonal abilities transcend the workplace and foster fruitful friendships (Wei Chuan et al., 2020).
3. Dr. Emily Williams
Dr. Williams gave her views on my position as a student leader and collaborator in the academic setting. She cited occasions in which I demonstrated leadership abilities among my peers, demonstrating my dedication to building a supportive team environment. Her comments imply that my collaborative and encouraging style makes me a successful team member or leader. This fits in with the academic environment where leadership and collaborative skills are essential (Megam, 2020).
4. Overarching Message
The comments from Alex, Sarah, and Dr. Williams come to form a few major themes. My problem-solving services and proactive attitude are reliably praised, as shown in my connections with Sarah and Alex at work and in personal locations. Both incidents highlight an adaptability and pliability tendency (Megam, 2020). Moreover, Dr Williams and Alex both mentioned my helpful and collaborative character, stressing its importance in many situations. The feedback suggests that I have a supple leadership style and can positively negotiate both professional and individual aspects. By defining these ideas, it becomes clear that a combination of my problem-solving, flexibility, and interpersonal abilities is my strongest suit (Megam, 2020).
4. Analysis of Collective Feedback
1. Problem-Solving Prowess and Proactive Approach
My propensity for problem-solving and a proactive attitude are consistently highlighted in the combined contributions from Alex, Sarah, and Dr. Williams. This idea is reverberated by Alex's comment about my efficiency in handling pressing substances and Dr. Williams' remark about my leadership in moot contexts (Wei Chuan et al., 2020). This design implies a flexible approach to dealing with problems, whether they appear in a work scheme or within an academic public. According to Sarah, "In times of crisis, you've always been the one to take charge and find solutions (Wei Chuan et al., 2020)."
2. Interpersonal Versatility and Empathy
My interpersonal adaptability and empathy are other key elements in the group feedback. Dr. Williams and Alex's praise of my collaborative and supportive character, along with Sarah's emphasis on personal circumstances in which I offered support, all portray a consistent picture of me. This shows that my capacity for interpersonal connection goes beyond the context of work. Dr. Williams says about your leadership style (Friedman, 2020).
3. Resilience and Adaptability
Together, the comments point to a third major theme: flexibility and resilience. The feedback indicates a trend of adaptation and resilience, whether handling professional hurdles or personal disasters. This quality is indicated by both Sarah's and Alex's comments on my problem-solving skills and my support in trying personal circumstances. This adaptability helps create a skill set that is diverse and useful in changing contexts (Buganza, Trabucchi and Pellizzoni, 2019).
5. Implications and Exploration
The reach from the group input provides insightful information about both my professional and personal growth. My ability to solve problems and take initiative has consistently received recognition, which shows that I may use these skills to assume leadership roles in challenging workplaces (Friedman, 2020). According to Alex, "Your efficiency in handling critical issues puts as an essential resource in project management." Additionally, the focus on interpersonal adaptability and empathy is a chance to improve teamwork and foster wholesome connections both inside and outside of the office. (Buganza, Trabucchi and Pellizzoni, 2019).
6. Strength and Areas for Development
1. Strengths
Constantly demonstrate problem-solving skills and a proactive attitude while dealing with professional or academic problems. Skilful management of pressing matters, demonstrating a flexible and adaptable mindset, has been praised by Alex and Professor Williams (Buganza, Trabucchi and Pellizzoni, 2019).
2. Areas for Development
Interpersonal adaptability and leadership potential are obvious, but there needs to be a clear separation between work and personal life. Total effectiveness can be increased by identifying and clarifying Leadership style and meticulously recording your accomplishments (Friedman, 2020).
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Table 1- Strength and Areas for Development
Source- (Megam, 2020)
References
Buganza, T., Trabucchi, D. and Pellizzoni, E. (2019). Limitless personalisation: the role of Big Data in unveiling. Technology Analysis & Strategic Management, 32(1), pp.58–70. doi https://doi.org/10.1080/09537325.2019.1634252.
Friedman, B. (2020). Leadership style is characterized by a collaborative and supportive. Journal of Contemporary Criminal Justice, p.104398622096504. doi:https://doi.org/10.1177/1043986220965040.
Megam (2020). Unveiling Professional and Personal Dimensions: A Comprehensive Analysis. [online] psycnet.apa.org. Available at: https://psycnet.apa.org/journals/psp/120/5/1317/.
Moragues?Faus, A. (2019). Unveiling Professional and Personal Dimensions. The Geographical Journal, 186(1), pp.73–86. doi:https://doi.org/10.1111/geoj.12325.
Wei Chuan, Thien, L.M., Lim, S.Y., Tan, C.S. and Guan, T.E. (2020). Unveiling Professional and Personal Dimensions: A case study. SAGE Open, 10(2), p.215824402092551. doi:https://doi.org/10.1177/2158244020925516.
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