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Assessment 4: Self-Assessment of Leadership, Collaboration, and Ethics

Student Name

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Capella University

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Course Name

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Prof Name
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March 8, 2024
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SELF-ASSESSMENT OF LEADERSHIP, COLLABORATION, rv
AND ETHICS
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A pioneer's liability envelops the advancement of coordinated effort and the development of
trust among colleagues, reflecting common trust in one another's mastery and experience to
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empower reliance. Coordinated effort inside a group is fundamental for accomplishing

hierarchical objectives. This appraisal is separated into two areas, with the first tending to
authority, administration styles, dynamic styles, correspondence structures, and the meaning of
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cooperation. The subsequent segment dives into the importance of morals, with the two
segments outlined as reactions to a survey given by Western Clinical Endeavors.
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Section 1: Leadership and Collaboration Experience

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Quite a while back, my job as a promoting supervisor for ABC Research centers Inc's. Houston
branch included driving a group of eleven individuals in showcasing another flu drug. Utilizing a
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popularity based authority style, I urged colleagues to effectively take part, cultivating joint effort
across offices like deals, money, and innovative work. Dynamic included both logical and
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conduct styles, guaranteeing far reaching information examination and group meeting, adding to
project achievement. Correspondence, described by emphaticness and an entryway strategy,
worked with straightforwardness and group certainty.

Compelling cooperation was additionally built up through a group based reward framework,
adjusting motivating forces to aggregate objectives. This approach encouraged a feeling of
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solidarity, at first met with obstruction yet conquer through one-on-one conversations, studios,
tutoring, and preparing. The experience featured the significance of understanding group
elements and guaranteeing association in accomplishing project goals.

Section 2: Ethics Experience

As a healthcare executive, ethical challenges arose concerning a new influenza drug priced
beyond the means of the majority affected. Ethical principles, such as justice and
non-maleficence, conflicted with project objectives. Using the LEADS framework, I established a

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committee to address the issue. Outsourcing research and development and utilizing
cost-effective alternatives reduced the drug's price, aligning with ethical principles and ensuring

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affordability for the target audience.

Conclusion

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Leadership, decision-making, communication, collaboration, and ethics are integral components

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of effective team management. Motivation and ethical considerations are equally vital for a
leader's responsibility to both the team and organizational stakeholders. Adhering to a defined

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ethical framework sets an example for the team and the broader organization, emphasizing the
significance of ethical decision-making. rv
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References
Azeska, A., Starc, J., & Kevereski, L. (2017). Styles of decision making and management and
dimensions of personality of school principals. International Journal of Cognitive Research in
Science, Engineering and Education, 5(2). https://doi.org/10.5937/IJCRSEE1702047A

Bocar, A. C. (2017). Aggressive, passive, and assertive: Which communication style is

commonly used by college students? SSRN Electronic Journal.
https://doi.org/10.2139/ssrn.2956807

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Gomez-Mejia, L. R., & Franco-Santos, M. (2015). Creating a culture of collaboration, innovation,

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and performance through team-based incentive. In Berger, L., & Berger, D. (Eds), The
Compensation Handbook (p. 199–203). Retrieved from
https://www.researchgate.net/publication/280309572_Team-based_incentives_Creating_a_Cult

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ure_of_Collaboration_Innovation_and_Performance

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Kaleem, Y., Asad, S., & Khan, H. (2016). Leadership styles & using appropriate styles in
different circumstances. Retrieved from
https://researchgate.net/publication/323797001_Leadership_Styles_Using_Appropriate_Styles_i

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n_Different_Circumstances rv
Levitt, D. (2014). Ethical decision-making in a caring environment: The four principles and
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LEADS. Healthcare Management Forum, 27(2), 105–107.
https://doi.org/10.1016/j.hcmf.2014.03.013
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