BUS FPX 4012 Assessment 4 Leadership Analysis in Organizations
Phillip February 27, 2024 No Comments

BUS FPX 4012 Assessment 4 Leadership Analysis in Organizations

BUS FPX 4012 Assessment 4 Leadership Analysis in Organizations


Capella university

BUS-FPX4012 Leadership in Organizations

Prof. Name


Leadership Analysis in Organizations

Leadership Theory

“Leadership is authentic influence that creates value” (Cashman, 2008, p. 24). While this summary definition is useful, it may overlook significant aspects of its constituent parts. According to Cashman (2008), authenticity involves well-developed self-awareness that openly faces strengths, vulnerabilities, and development challenges. Influence encompasses meaningful communication that connects with people by reminding oneself and others of what is genuinely important. Value creation entails passion and aspiration to serve multiple constituencies, such as self, team, organization, world, family, and community, to sustain performance and contribution over the long term.

Interview Questions and Analysis

In conducting interviews with leaders, the focus primarily revolved around authenticity and influence, with the assumption of value creation inherent in their high-level positions. The questions delved into the interviewees’ skills, openness to change, and understanding of short-term versus long-term change. Responses indicated a high level of self-awareness and a dedication to personal development, reflecting the principles of authenticity and influence as defined by Cashman (2008).

Change Mastery and Business Realities

Contrary to the perception of transformative change in new business realities, leaders in industries like defense and intelligence may experience change differently due to the pace dictated by governmental processes. Nonetheless, both interviewees emphasized the importance of change, albeit in the context of personal development rather than rapid organizational transformation.

Continuous Learning and Self-Reflection

Both interviewees demonstrated a connection to the concept of continuous learning, which aligns closely with the reality of constant change. The interview process itself highlighted the value of open-ended discussions in eliciting thoughtful responses and facilitating continuous learning.

Summary Statement

The interview experience underscored the value of engaging in unstructured conversations with leaders, fostering a deeper understanding of their perspectives and experiences. Such interactions not only enhance workplace relationships but also contribute to continuous learning and personal growth. Embracing formal and informal interviews as well as leadership development conversations can significantly benefit leadership at all levels.


Cashman, K. (2008). Leadership From the Inside Out: Becoming a Leader for Life (2nd ed., expanded). Berrett-Koehler Publishers.

BUS FPX 4012 Assessment 4 Leadership Analysis in Organizations