Description
Due Feb 3
LEADERSHIP REPORT
Throughout the course, as you have completed your People First assignments, you have imagined yourself as a leader within the fictional organization. You have been gathering information and analysis about the organization’s design, culture, staff management, strategic plan, financial management and funding sources, and evaluation. Now, in this Final Project, you must revise and compile your individual assignments into a comprehensive report for the board of directors. You must also add a new section on evaluation, focusing on service effectiveness and employee engagement.
To prepare:
Download the Leadership Report Template and use it for this Assignment.
Review your submissions for Weeks 3–8 Assignments and any Instructor feedback received.
Revise and polish these submissions, and then place them into the appropriate spot in the Leadership Report Template.
To complete the new section on Evaluation, access People First San Diego’s websiteLinks to an external site.. Review the Employee Engagement Data located on the Dashboard. Consider what the evaluation data say about employee engagement and how you might act on the data. Also review this week’s Discussion, where you determined outcomes and a measurement tool for the organization’s therapy services.
Submit an 8- to 10-page report (not including title page or references) in which you analyze the status of the fictional People First San Diego organization in the following sections:
Organizational Design (Week 3 Assignment)
Organizational Culture and Cultural Competency (Week 4 Assignment)
Management and the Role of Human Resources (Week 5 Assignment)
SWOTT Analysis (Week 7 Assignment)
Funding Sources (Week 8 Assignment)
Evaluation (New Section)
Service Effectiveness. How would you go about measuring effectiveness of the therapy services offered? What evidence-based tools would you use (2–3 tools) and why? Draw from this week’s Discussion.
Employee Engagement. Based on the information provided, what is employee engagement like and why? What specific actions will you take based on the data?
Use the Learning Resources and research to support your Assignment. Make sure to provide APA citations and a reference list.
References:
Fritz, J. (2020, May 21). How to talk about nonprofit impact from inputs to outcomesLinks to an external site.. The Balance Small Business. https://www.thebalancesmb.com/inputs-outputs-outco…
University of Kansas Center for Community Health and Development. (n.d.). A framework for program evaluation: A gateway to toolsLinks to an external site.. Community Tool Box. https://ctb.ku.edu/en/table-of-contents/evaluate/e…
Walden University Library. (n.d.). Tests & measuresLinks to an external site.. https://academicguides.waldenu.edu/library/testsmeasures
Walden University, LLC. (2022). Evaluation and outcomes assessment [Video]. Walden University Canvas. https://waldenu.instructure.com/
Unformatted Attachment Preview
1
Leadership Report Title
Student Name
MSW, Walden University
SOCW 6070: Supervision, Leadership, and Administration in Social Work Organizations
Instructor Name
Month XX, 20XX
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Leadership Report Title
Include a brief introduction to set up the document as a whole.
Organizational Design
Place your finalized Week 3 Assignment here.
Organizational Culture and Cultural Competency
Place your finalized Week 4 Assignment here.
Management and the Role of Human Resources
Place your finalized Week 5 Assignment here.
SWOTT Analysis
Place your finalized Week 7 Assignment here.
Funding Sources
Place your finalized Week 8 Assignment here.
Evaluation
Write a new section on evaluation. Answer the following questions:
•
Service Effectiveness. How would you go about measuring effectiveness of the
services offered, what evidence-based tools would you use (2–3 tools), and why?
Draw from this week’s Discussion.
•
Employee Engagement. Based on the information provided, what is employee
engagement like and why? What actions will you take based on the data?
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References
(Note that the following references are intended as examples only.)
American Counseling Association. (n.d.). About us. https://www.counseling.org/about-us/aboutaca
Anderson, M. (2018). Getting consistent with consequences. Educational Leadership, 76(1), 26–
33.
Bach, D., & Blake, D. J. (2016). Frame or get framed: The critical role of issue framing in
nonmarket management. California Management Review, 58(3), 66–87.
https://doi.org/10.1525/cmr.2016.58.3.66
Burgess, R. (2019). Rethinking global health: Frameworks of Power. Routledge.
Herbst-Damm, K. L., & Kulik, J. A. (2005). Volunteer support, marital status, and the survival
times of terminally ill patients. Health Psychology, 24(2), 225–229.
https://doi.org/10.1037/0278-6133.24.2.225
Johnson, P. (2003). Art: A new history. HarperCollins. https://doi.org/10.1037.0000136-000
Lindley, L. C., & Slayter, E. M. (2018). Prior trauma exposure and serious illness at end of life:
A national study of children in the U.S. foster care system from 2005 to 2015. Journal of
Pain and Symptom Management, 56(3), 309–317.
https://doi.org/10.1016/j.jpainsymman.2018.06.001
Osman, M. A. (2016, December 15). 5 do’s and don’ts for staying motivated. Mayo Clinic.
https://www.mayoclinic.org/healthy-lifestyle/adult-health/in-depth/5-dos-and-donts-forstaying-motivated/art-20270835
Sue, D. W., & Sue, D. (2016). Counseling the culturally diverse: Theory and practice (7th ed.).
Wiley.
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Walden University Library. (n.d.). Anatomy of a research article [Video].
https://academicguides.waldenu.edu/library/instructionalmedia/tutorials#s-lg-box7955524
Walden University Writing Center. (n.d.). Writing literature reviews in your graduate
coursework [Webinar].
https://academicguides.waldenu.edu/writingcenter/webinars/graduate#s-lg-box-18447417
World Health Organization. (2018, March). Questions and answers on immunization and vaccine
safety. https://www.who.int/mongolia/health-topics/vaccines/faq
Evidence-Based Assessment Tools
The following are just a few examples of evidence-based tools for measuring mental
health and well-being. Note that these tools may be referred to as scales,
questionnaires, indices, inventories, and so on. Practitioners may assess at various
points during treatment to gauge client progress and the effectiveness of therapy. Using
tools such as these helps validate the accuracy of the findings. Ultimately, evaluation
findings let staff know if symptoms are truly improving and also aid the organization in
securing funding.
Conduct your own research to determine the tools most appropriate for the therapy
services’ intended outcomes. You may find further information (and, in some cases, the
tool itself) by conducting an internet search and/or searching in the library’s Tests &
Measures databases.
Tool
Davidson Trauma
Scale (DTS)
Description
A 17-item tool assessing the frequency and severity of
posttraumatic stress disorder symptoms, self-reported by the
client. See the library’s PsycTests database entry on the DTS
for more information.
Generalized Anxiety
Disorder Scale – 7
(GAD-7)
A 7-item questionnaire measuring anxiety and worry
symptoms on a scale. See the library’s PsycTests database
entry on the GAD-7 for more information.
Patient Health
Questionnaire – 9
(PHQ-9)
A 9-item self-administered questionnaire that measures
severity of depression symptoms. See the library’s PsycTests
database entry on the PHQ-9 for more information.
World Health
Organization – 5
Well-Being Index
(WHO-5)
A 5-item tool that measures overall mental well-being within
the past 2 weeks. See the library’s PsycTests database entry
on the WHO-5 for more information.
© 2022 Walden University, LLC
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Evaluating My Leadership and Followership Styles
Angela Adams
Walden University
Professor Davis
Supervision, Leadership, and Administration in Social Work Organization
December 10, 2023
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Evaluating My Leadership and Followership Styles
Effective leadership in today’s dynamic organizational environment involves not only
mentoring others but also recognizing one’s own strengths and opportunities for improvement.
Gaining this knowledge is essential for both career and personal development (Northouse, 2020).
I finished four self-assessments to get a better understanding of my leadership and followership
styles. These tests aim to give a thorough understanding of my leadership abilities, manner of
leading and following, and attitude to handling conflict. Through this analysis, I plan to figure
out what I do well and what I could do better, as well as what my job is in a team setting and
where I can grow, especially how I handle conflicts.
Personal Leadership Traits and Style
The findings of the Leadership Styles and Leadership Traits Questionnaires show that my
leadership style is defined by a combination of several characteristics. My leadership qualities
include self-assurance, decisiveness, and excellent communication abilities. I am able to
successfully communicate vision and coordinate team efforts because of my strong verbal and
persuasive communication skills. My ability to make quick and clear decisions is essential in
high-pressure situations. Also, I create a great work environment by inspiring my colleagues and
instilling faith in them. The questionnaires did, however, also point out places that needed work.
My empathy and adaptability ratings were significantly lower. This indicates that I need to
improve my capacity to be more adaptable when dealing with change and to comprehend and
address the feelings and viewpoints of my team members.
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The findings were more indicative of a transformational leadership style on my part. I am
most effective when I encourage team members to think creatively, push themselves to their
limits, and improve both personally and professionally. This approach works when it comes to
leading change and assembling a solid team (Al Amiri et al., 2020). However, the questionnaires
did show a less inclination towards transactional leadership. To strike a better balance in my
leadership style, I need to work on this area, which is centered around structure, rewards, and
punishments. Improving this component could result in more effective job completion and better
team role definition.
Followership Style
According to the Followership Questionnaire, I am often described as an Active Engager.
Proactivity, high involvement, and a readiness to take the lead are characteristics of this style
(Duncan, 2023). Being an Active Engager means that I am completely engrossed in what I’m
doing and am always looking for ways to go above and beyond what’s required of me. Speaking
my mind, coming up with original ideas, and giving helpful criticism are all things I’m good at.
This strategy is based on a deep devotion to the organization’s mission and a wish to make a
significant impact on its achievement.
For a leader, this followership style is quite essential. The most important benefit is that it
helps me lead my team in the right direction. My active participation and willingness to take the
lead can motivate my coworkers to do the same, creating an environment where everyone pitches
in. A more dynamic team atmosphere, better problem-solving abilities, and more invention are all
possible outcomes of this followership style. Being an active follower has helped me better
comprehend and value the viewpoints and efforts of teammates who share this quality. With this
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knowledge in hand, I will be better able to encourage the development of their abilities and
provide them with chances to succeed.
However, there are some challenges associated with this technique when you are a
follower in an organization. Suppose my leadership style doesn’t align with that of my superiors.
In that case, my desire to take charge and become engaged can cause me to overstep boundaries
or undermine authority without meaning to. Knowing my place and respecting established
systems and hierarchies are equally important to me as being enthusiastic about what I’m doing.
Therefore, as an Active Engager, my style of following serves a dual purpose in my work life. As
the leader and the follower, I must strike a balance between taking the initiative and respecting
authority for it to benefit team chemistry and innovation. To succeed in both positions within an
organization, I must identify and control these dynamics.
Area Of Growth
Based on the feedback from the Conflict Style Questionnaire, a key area for growth
identified is my tendency towards an accommodating conflict resolution style. This style
involves a high level of cooperativeness but often at the expense of my own needs or opinions.
While this approach can be beneficial in maintaining harmony and relationships, it can lead to
underrepresenting my views or interests in conflict situations.
Developing a more assertive approach to handling conflicts is crucial for my growth as a
leader. Assertiveness would not only allow me to represent my perspectives and concerns more
effectively but also encourage a more balanced and equitable resolution of conflicts (John &
Niyogi, 2019). Blending assertiveness with my natural inclination to accommodate will ensure
both organizational objectives and team dynamics are positively maintained. Enhancing this skill
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is essential for leading with greater confidence and effectiveness, particularly in challenging
situations.
Conclusion
Through these self-assessments, I’ve gained invaluable insights into my leadership and
followership styles, identifying key strengths in communication, decisiveness, and active
engagement alongside areas for growth in adaptability, empathy, and conflict management.
Embracing these insights is essential for my development as a well-rounded leader, enabling me
to lead more effectively and harmoniously within diverse organizational environments.
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References
Al Amiri, N., Rahima, R. E. A., & Ahmed, G. (2020). Leadership styles and organizational
knowledge management activities: A systematic review. Gadjah Mada International
Journal of Business, 22(3), 250-275.
Duncan, T. (2023). The Perception of Followership: A Qualitative Grounded Theory
Study (Doctoral dissertation, Northcentral University).
John, S., & Niyogi, S. (2019). A study on the numerous elements of emotional intelligence and
leadership qualities and its impact on conflict management: A review of literature.
Journal of Management, 6(2), 111–120. https://ssrn.com/abstract=3525977.
Northouse, P. G. (2020). Introduction to leadership: Concepts and practice (5th ed.). SAGE
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Organizational design
Angela Adams
Walden University
Supervision, Leadership, and Administration in Social Work Organization
Professor Davis
December 14, 2023
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Organizational Design
Organization design is the framework that ensures departments function effectively and
efficiently. According to Gregg (2019), organizational structure serves as the drive that enables
employees to work together. It is also responsible for the control and motivation of employees in
ensuring they set and achieve certain goals within the organization. Organizational designs are
arranged in various ways, allowing them to have a series of clearly defined commands, and roles
of authority are less elaborated (Walden University, 2022). This paper aims to review an
organization, People First San Diego, and analyze its organizational structure.
People First San Diego’s Organizational Design
The organization identified has laid out a plan of dedicating its resources to the people
around the surrounding community. People First San Diego specializes in employment
opportunities, housing, and mental and physical help. Its purpose is to help communities
restructure and develop more resilience e (People First San Diego, 2022). The organizational
design is structured in a creative way such that it delineates the chain of command. The
organization’s directors are at the top of the chain, followed by the executive director, under the
senior leadership team. The assistant administrator and director of finance answer the executive
director.
Moreover, the remaining senior leaders have employees. The clinical director leads the
organization’s social work, MSW interns, and other clinical staff. The human resource staff
reports to the HR director. The director of operations oversees the roles and functions of the
receptionists, development and fundraising, employment, marketing, and housing managers.
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Also, the life skill/employment and housing manager is under a case manager who supervises
their work.
Design Support Mission
The organization, People First San Diego, aims to ensure people’s priorities are put first.
This includes housing, employment, mental, physical, and emotional health services. The
missions also inform the community about building resilience, wellness, and financial stability.
The organizational structure supports its mission by ensuring full delineation of all its
departments, leaders, and staff. The system has been designed to ensure maximum focus and
specialty in one sector. This is done while providing collaborative support by utilizing a network
of teammates, which promotes efficiency in the organization. The individual work teams in the
organization allow additional focus to be placed on particular tasks. Therefore, these tasks
significantly promote client resiliency, wellness, and financial stability.
Significance of Organizational Charts & Structure
An organizational chart refers to a diagram with a chain of command that analyzes the
type of relationships within a company or organization. It is crucial to ensure mindfulness that a
person’s location on the company’s chart is not the only reason their importance can be reflected
within the organization. Therefore, knowing that a person’s contribution to the organization
reflects their significance and promotes effective functionality. It is important to note that
business strategies mostly influence the organization’s structure (Furman et al., 2020). In
addition, the business strategy ensures it matches the organizational structure, which increases
performance. Performance evaluation is crucial for organizations since it helps ensure processes
can be advanced and improved to increase efficiency. Also, it allows organizations to determine
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areas that need improvement regarding their employees, such as skills. The organization uses
charts and structure to learn to measure and improve their performance. This enables the
organization to leverage available resources that can be utilized to achieve set goals and
objectives. Gregg (2019) states that the organization’s external environment, size, and
expectations play key roles as mitigating factors of the company structure.
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References
Furman, R., Gibelman, M., & Winnett, R. (2020). Organizational structure Download
Organizational structure. In Navigating human service organizations: Essential
information for thriving and surviving in agencies (4th ed., pp. 45–47). Oxford
University Press.
Gregg, U. (2019, November 17). Organizational design and structureLinks to an external
site. [Video]. YouTube. https://youtu.be/gscyaGUjOcw
Walden University, LLC. (2022). People First San DiegoLinks to an external site. [Interactive
media]. Walden University Canvas. https://waldenu.instructure.com/
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Organizational Culture and Competency
Angela Adams
Walden University
Professor Davis
Supervision, Leadership, and Administration in Social Work Organization
December 24, 2023
2
Organizational Culture and Competency
Introduction
People First San Diego is located in Logan Heights, California, and it uses its resources
to help those living in challenging circumstances (Walden University, 2022). Having sought to
promote the self-reliance and stability of individuals through housing, employment, and other
comprehensive health services, the organization purposefully envisions a stable future. The
organization holds a diversity, equity, and inclusion culture as a guiding principle. As a result,
People First San Diego tackles immediate needs while creating the kind of community where
everyone flourishes.
Elements of Culture at People First San Diego
Organizational culture refers to the values, beliefs, behavioral patterns, and symbols that
give an organization its unique character (Sueldo & Štreimikienė, 2019). That underlying ethos
determines how members of the organization relate to each other and their environment outside
the organization. This culture affects how the organization runs and how members view their
tasks.
Their culture can be seen on their website. The first element of culture at People First San
Diego is community focus. Particularly, they emphasize a commitment to help the community
and those in challenging positions in their housing, job placement, and health care (Walden
University, 2022). The second element is their mission. Their mission is to train people in the
skills of self-reliance and enable them to better care for themselves both physically and
emotionally. Their mission sees society as an environment that can help afflicted individuals
maintain their dignity.
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In addition, their guiding principles include establishing a place of true community as
well as respecting diverse voices. Such a culture places a premium on differing viewpoints and
experiences. Also, the types of services provided range from medical to employment, and
therapy-based services also point toward a culture that feels its way towards interdisciplinary
collaboration and holistic ways of addressing issues.
Analyzing Location, Population Served, and Demographics
People First San Diego is located in Logan Heights. The organization caters to a mixed
clientele. Its clients are those living below the poverty line and those on the streets (Walden
University, 2022). From this, we can see that there are clearly serious social-economic problems
in the community. Since diversity and inclusion is an operating principle of the organization, it is
accurate to assume that those who work there come from various backgrounds and know how to
do things properly for people in the community.
At People First San Diego, there are a variety of cultural competencies that could be
mentioned. A person has to understand what the poor or homeless are facing. By this, I mean
being sensitive to the systemic obstacles and the force that must be used to remove them. As an
organization that is oriented toward diversity, one must be able to naturally accept people of
different cultures, lifestyles, and outlooks. Moreover, this type of fieldwork focusing on these
vulnerable groups requires sensitivity and a mature outlook free of prejudices. All of these skills
are based on the organization’s own mission and values to enable staff to handle appropriately
whatever needs people may have.
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Leadership Steps
As a leader of People First San Diego, I would schedule regular training with all staff to
raise awareness about diversity, equity, and inclusion issues (Northouse, 2020). I’d set up systems
whereby the teammates could exchange thoughts and feelings, setting the stage for dialogue. I
would often look at organizational regulations and make sure that they are fair and thorough.
Each of these steps is designed to create an environment that makes everyone feel welcome in
order to enable People First San Diego’s community members ‘unique needs to be met.
Conclusion
The People First San Diego has set the pace of professional and caring service. It has
succeeded in transforming life at Logan Heights. It is the very embodiment of how diversity,
equality, and complete support can matter. Not only has it transformed people’s lives, but it has
also become an example of how to carry out community service and participation.
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References
Northouse, P. G. (2020). Introduction to leadership: Concepts and practice (5th ed.). SAGE.
Chapter 9, “Embracing Diversity and Inclusion” (pp. 210–231).
Sueldo, M., & Štreimikienė, D. (2019). Organizational rituals as tools of organizational culture
creation and transformation: A communicative approach. Transformations in Business &
Economics, 15, 89-110.
Walden University, LLC. (2022). People First San Diego. [Interactive media]. Walden
University Canvas. https://cdnmedia.waldenu.edu/2dett4d/Walden/SOCW/6070/FSD/index.html.
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