MGT601_Dynamic Leadership_ Assessment 1 Part B Page 1 of 6

ASSESSMENT 1 PART B BRIEF
Subject Code and Title MGT601 Dynamic Leadership
Assessment Assessment 1, Part B: Reflexive Report
Individual/Group Individual
Length Up to 2,000 words
Learning Outcomes a) Explore and reflect on self- development as a leader to
build self-awareness
b) Through critical reflection on key leadership theories
develop a personal leadership development strategy.
c) Analyse and develop the capacity to influence,
motivate and inspire others in your workplace and/or
community organisations.
Submission By 11:55pm AEST/AEDT Friday at end of Module 4.1
(Week 7)
Weighting 30%
Total Marks 30 marks

Context:
The learning design of this subject is to focus on your own leadership journey and not to
study leadership as some remote, theoretical concept that applies to other people. This
assessment enables you to build self-awareness and a clear sense of how you came to be
the person and emerging leader that you are today. It encourages deep reflection on your
life and leadership journey to your present position. It helps you to increase your
understanding of your current leadership capabilities and potential. The assessment
requires you to establish a mentoring relationship with another student in the class so that
you can provide mutual learning support and exchange constructive feedback with each
other
. In addition to this classmate, you can also request feedback from a trusted colleague
in your work, personal or wider student networks.

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Your Task:
Your task in Assessment 1 Part B is to reflect on you own leadership journey up until now,
your current role or position, how you influence others, how you lead, contribute to or react
to organisational and cultural changes and your current level of self-awareness and selfconfidence to lead others in your organisation and/or community.
Assessment 2, which is due at the
end of WEEK 11, builds on the first and asks you to
prepare a plan for the next stage of your leadership journey. The assessments are
integrated pieces of work and you should bear in mind the final part as you work on this
part. All assessments need to be strongly based on the established theories and models of
leadership to help you interpret and explain your leadership challenges.
Working with Your Partner [this is 20% (Criterion 2) of your overall assessment]:
You need to be proactive to connect with other students in your on-line/ face-toface class, once you post your personal introduction on the “Welcome and
Introductions” Discussion Forum. On-line students can select a partner from class
mates who have posted introductions, or choose a trusted colleague from your
work, student or personal networks. On-line students need to take responsibility for
selecting and interacting with a partner. Face-to-face students will be guided by
your facilitator, taking into account diversity of backgrounds to enrich your learning
experience. More detailed guidelines for working with your partner are provided at
the end of this section.
Key points from the feedback you receive from your partner and others,
combined with your reflection and interpretation of this feedback in the context
of your leadership journey, needs to be included in your report.
You may wish to also include key points of the feedback that you gave your
partner and reflect on it. Feedback often says as much about the person who
gives as the person who receives it.
The feedback summaries/ transcripts can be included as appendices, where they
will not be included in the word count.
While the assessment includes feedback from the interaction with your partner,
each person is to submit his or her own, individual report.
More detailed guidelines for working with your partner are shown at the end of this
brief.
Possible Structure:
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A possible structure for your report is shown below. This is a suggestion only and is not
mandatory. Other structures would be appropriate, provided that they enable you to
demonstrate your learning according to the rubric shown in the brief for the first
assessment.
1. A clear logic flow, using a
Contentspage and section headings, will help your
readers to follow your thinking.
2. The use of an “
Executive Summary” will tell your reader the key points of your
report, including recommendations for action.
3. An “
Introduction” to set the context
4. The
body of your report should address the following issues. The percentages in
brackets indicate a suggested proportional length of each section. Give appropriate
sub-headings to each Part of this ‘body’.
Your current/recent role, responsibilities and leadership challenges in your
organisation or community. (10%)
Key aspects of your leadership journey so far (eg who influenced you, how
you formed your self-image as a leader, any critical events that have been
influential). This should not be a chronology or a CV. It is a reflection on a
small number of the most influential aspects or turning points in your
leadership development. (15%)
The results of the Gallup Strengths Finder and any other personality or
leadership style inventories that you have completed and your interpretation
of the results. This can be a summary of the report (key details) that you
presented for Assessment 1 – Part A. (15%)
Key feedback points on your current leadership style, capabilities,
effectiveness, interpersonal and social skills associated with Emotional
Intelligence, personality assessments etc, that you have received from your
partner and other trusted sources. (20%)
The implications of the feedback and your reflection on its significance. It
could include your preliminary thinking on what you do about it, to be
expanded in your second submission. (30%)
Link to theory and conceptual frameworks that explain or clarify your
experiences and feedback. (You could incorporate the links to theory/models
throughout your report or collect them in one section.
The important point
is that you anchor your submission with appropriate models or theories.
(20%)
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5. A “Conclusionto capture your key learnings is desirable in a business subject.
Detailed, supporting information such as psychometric results and planning
templates should be placed in an appendix, where they will not be included in the
word count.
Reflexive Writing – First Person:
You should write in the first person, because this is about YOU, your reflections and your
interpretations. (eg “I considered this advice to be….. because it had a big impact on
my……..and it helped me to understand my……….”).
Try to be as specific as possible, use brief examples to illustrate your points and try to select
examples that enable you to demonstrate learning against the attributes in the rubric.
All other principles of academic writing apply, including strict referencing,
acknowledgement of the work of others and avoidance of plagiarism.
Referencing:
Include a list of specific references that you have actually used in your report. For
this assessment, a minimum of three journal articles, academic papers or textbooks
from within the subject module as a starting point is expected. References to any
secondary sources or web sites are additional. The reference list and Executive
Summary and any appendices will not be included in the word count.
It is essential that you use appropriate APA style for citing and referencing research.
Please see more information on referencing here
http://library.laureate.net.au/research_skills/referencing
Submission Instructions:
Submit your Self-Reflective Analysis in Assessment 1 Part B submission link in the
Assessment section found in the main navigation menu of the subject Blackboard site. A
rubric will be attached to the assessment. The Learning Facilitator will provide feedback via
the Grade Centre in the LMS portal. Feedback can be viewed in My Grades.
Marking Rubric:
Your reports will be marked against the rubric which is show on the next pages. Please
ensure that your submission addresses all five of the Assessment Criteria in the rubric.

MGT601_Dynamic Leadership_ Assessment 1 Part B Page 5 of 6
Guidelines for Working with Your Partner [20% -see criterion 2 of this assessment rubric]
The following information should help you to start to build a mentoring relationship with
your partner.
In commencing the relationship, it will be helpful to work through the following steps:
1. Make initial contact through the Discussion Forum.
2. Establish an oral confidentiality agreement with each other so that you are both
clear that you will not disclose personal information to others. It is appropriate to
describe concepts, learnings and insights about the leadership journey of yourself
and your partner in your assessment submission but not personal details that can be
identified with an individual.
3. Agree on how you will communicate with each other. You can use a range of tools
within the “Group” facility on Blackboard, including emails, blogs, wikis, file
exchange, or alternative. You may prefer to establish a separate text or voice
channel, such as Skype. Keep a record of your partner interactions (date, time,
what).You may include this in your appendices as evidence of this communication
process.
4. Provide your partner with brief background details on your role, employment and
current leadership challenge to set the context.
5. Provide more detailed information on your personal leadership journey and current
challenges. The questions in the paper by George et al on Authentic Leadership are
a good starting point for you and also to ask your partner about. You can also share
the contents of your reflexive journal.
6. Listen carefully to your partner’s story and current challenges, probe respectfully to
encourage deeper reflection and understanding and suggest alternative approaches
where appropriate. Please respect each other’s boundaries and do not go beyond
what each is comfortable to disclose. This is intended to be mentoring and not
psychotherapy!
7. As you progress through the modules, record any insights about your leadership
journey in your reflexive journal. You may wish to exchange journals or a summary
of key points with your partner.
8. In asking and learning about your partner’s leadership journey, it is likely that you
will develop deeper insights into your own journey.

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Learning Rubric: Assessment 1B Reflexive Report

AssessmentCriteria Fail 0-49% Pass 50-64% Credit 65-74% Distinction 75 -84% High Distinction 85-100%
<15 15+ 19.5+ 22.5+ 25.5+
1.Reflect on, and Little or no reference to Occasional references to Frequent references to your Frequent and deep reflection on Multiple, deep reflections, significant
explain, critical points of (own) your personal your own personal own personal leadership your own personal leadership new insights on your own leadership
leadership behaviour experiences or experiences and learning experiences or observations, experiences, clear reflection and and evidence of changing behaviours.
from your experience. observations on about leadership. with reflection on outcomes new insights.
30% leadership. and learning.
9 <4.5 4.5+ 6+ 6.75+ 7.5+
2.Explain the process of Little or no evidence of Basic description of Clear description of feedback Concise description and analysis Very insightful presentation of
giving and receiving feedback either received feedback received and received and given with of feedback received and given feedback received and given with
constructive feedback or given. given but with little or no useful interpretation and with clearly expressed explicit interpretation of implications
with a peer, and the interpretation. reflection in implications interpretation of implications and and indicators of changing
implications of feedback impact. behaviours
20%
6 <3 3+ 4+ 4.5 5+
3.Apply and evaluate Little or no reference to Basic coverage of at least Clear coverage and Coverage of multiple models of Clear understanding and brief
conceptual frameworks the conceptual one relevant conceptual comparison of at least two development with clear evaluation of multiple modes and
of leadership with frameworks or framework for leadership models or frameworks for evaluation and selection of most justification of selection of most
reference to your own theoretical models of development. development, including some appropriate framework for your appropriate framework for your own
leadership journey. 20% leadership. evaluation. own development. development.
6 <3 3+ 4+ 4.5 5+
4.Support your No, or limited reference Evidence of some Evidence of substantial, Evidence of substantial, reading Evidence of comprehensive
evaluation with evidence to readings in subject relevant reading beyond relevant, reading beyond the beyond the core readings, with additional reading & research with
from the literature 20% module only. Many the core readings. core readings, with adequate application to your own insightful application to your own
errors in APA Several errors in APA citations and reference list, in development plan. development plan.
referencing format. referencing format. APA format, with few errors. High level of accuracy in citations Full and extensive referencing in APA
and referencing list in APA format, with few minor errors.
format.
6 <3 3+ 4+ 4.5 5+
5. Present your reflexive No clear logic flow or Basic logic flow and Clear logic flow and Excellent logic and structure. Excellent logic and sophisticated
report in a professional structure. structure. structure, with table of Accurate Executive Summary. structure. Concise Executive
way 10% Difficult to understand; Clear expression of contents, Introduction, Conclusion accurately captures Summary. Conclusion accurately
many errors concepts; several major Conclusion, mostly clear key learning. Mostly clear captures deep learning and insights.
errors expression of concepts; expression of concepts; several Clear expression of concepts; few
several minor errors. minor errors minor errors.
3 <1.5 1.5+ 2 2.25 2.5+