ARTIFACT SUMMARY 1 & 2 1
Capstone Assignment: Artifact Summary 1 & 2
Heather Anderson
Saint Mary's University of Minnesota
Schools of Graduate & Professional Programs
OL 655 – Capstone Symposium
April 12, 2014
ARTIFACT SUMMARY 1 & 2 2
Artifact Summary 1
I have chosen my final reflection on future trends in leadership development as my first
artifact, which was submitted in OL 614 - Leadership and Ethics. The assignment asked that we
compare the article Future Trends in Leadership by Petrie (2011, December) to other literature
and resources studied in the course. The effects of mindful leadership and the study of emotional
intelligence has greatly impacted my own perspective and leadership perspective over the past 18
months.
In OL 614 Leadership and Ethics, we discussed the importance of transferring
developmental ownership to each individual and how collaborative leadership combined with a
strong level of emotional intelligence could transform the way that organizations thought about
change and personal leadership requirements. This reflection paper shows my ability to
synthesize the perspectives that were presented throughout the course and demonstrate the skills
and beliefs that are necessary to become an effective leader. Some of the most influential
individuals that we have studied in this program were discovered in OL 614. Bill George and
Tom Shadyac discuss emotional intelligence and the importance of connecting with others and
provided great insight into my own leadership journey.
This artifact aligns with the third Organizational Leadership program outcome that
develops awareness, style and communication skills that influence managerial outcomes (St.
Mary’s University, n.d.). It also aligns with the course outcomes that show the ability to analyze
my learning and communication style as it applies to leadership in a technological world and the
ability to analyze the role of the leader in the context of organizational issues (St. Mary’s
University, 2013).
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References
Saint Mary’s University of Minnesota. (n.d.). 2013-2015 Catalog & handbook: Schools of
graduate and professional programs. Retrieved from http://catalog.smumn.edu/mime
/media/view/12/824/2013-15-SGPP.pdf
Saint Mary’s University of Minnesota. (2013). M.A. in organizational leadership. Retrieved from
http://www.smumn.edu/graduate-home/areas-of-study/graduate-school-of-business-
technology/ma-in-organizational-leadership
ARTIFACT SUMMARY 1 & 2 4
Reflection on Future Trends in Leadership Development
Heather Anderson
Saint Mary's University of Minnesota
Schools of Graduate & Professional Programs
OL 614 Leadership and Ethics
Mary Ellen Lynch and Diana-Christine Teodorescu
October 21, 2012
ARTIFACT SUMMARY 1 & 2 5
Reflection on Future Trends in Leadership Development
Trends in development of leaders
Individuals are unable to gain IQ as they age but emotional intelligence appears to have
no limit based on the research shared during a panel discussion at the Harvard Business School
(George, 2011). This fact reinforces the importance of vertical development compared to
horizontal development for leaders in the current complex global environment (Petrie, 2011).
Throughout the course Leadership and Ethics, many similar themes have emerged that are
echoed in the reading (Petrie, 2011). The participants have experienced the application of
autonomous study and development. Through student led learning, our vertical development has
been the constant focus.
Petrie (2011) references Kegan’s Adult levels of learning in his work. This framework
helps further define and describe levels of cognitive development which connects to the ideas
express by Hagberg (2003) in Real Power. Hagberg (2003) agrees with the idea of vertical
development to a point but is clear to point out that it is necessary to go back through various
levels of development as new opportunities are available and as life changes bring new levels of
self-awareness. Petrie (2011) shares the three-stage process developed by McGuire and Rhodes
that takes place before vertical development can occur. One must “awaken, unlearn and discern,
and advance” (p. 15). This brief and cohesive description is in contrast to Hagberg’s (2003)
outlines of specific behaviors that allow growth into the next level.
Personal ownership
The second trend that Petrie (2011) discovers through his research is the importance of
transferring greater developmental ownership to the individual. While the course material
suggests the importance of accountability in groups (Glaser, 2005) the more important lesson can
ARTIFACT SUMMARY 1 & 2 6
be learned by the amount of ownership each participant is able to hold toward individual
learning. The idea that the desire for growth builds momentum (Petrie, 2011) is evident by the
vertical growth that is possible with little motivation or directive from the top down. The
learning becomes intrinsically motivated and leads to more introspective personal development
throughout the course.
Shifting toward collaboration
We encountered many examples of the benefits of collective leadership throughout this
course. Petrie (2011) echoes the message that an individual creating new innovation at the top of
a group is typically less effective than a collective that allows a personal investment and
consensus from each member of the team. Shadyac (2011) also provides scientific research that
we are more successful when we are involved in democratic group behaviors and that our genetic
make-up suggests we were designed with collaborative tendencies. These lessons are practiced
through the act of writing a proposal for the Action Project. The Travelers group clearly
demonstrates the ability to take personal ownership, provide constructive criticism and discuss
outcomes to create new initiatives. This process becomes further developed through the book
review. Our collective created several drafts of the final review and shows that the value of a
diverse team is based in the ability to complement each other’s strengths and weaknesses. As a
full group of course participants the awareness of team dysfunction (Lencioni, 2002) becomes
our motivator to challenge one another and reach a new level of personal growth by navigating
the group project with great success.
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Conclusion
The work by Petrie (2011) serves as a clear conclusion to the work that has been
experienced throughout the Leadership and Ethics course. Petrie (2011) closes with his own
epilogue that reveals that there is currently no real plan to successfully integrate these ideas on a
large scale. The changes that are required to infrastructure and personal perception will take
time. By exploring the value of collaborative leadership more individuals can begin to make
micro-changes to the way that our community views its leaders and the value it places on
outdated representations of good leadership.
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References
Glaser, J. (2005). Leading through collaboration: Guiding groups to productive solutions.
Thousand Oaks, CA: Sage publications.
Hagberg, J. (2003). Real power: Stages of personal power in organizations. Salem, WI:
Sheffield Publishing Company.
Harvard CPL (Publisher). (2011, March 8). Next generation leadership. [Video file]. Retrieved
from: www.youtube.com
Lencioni, P. (2002). The five dysfunctions of a team. San Francisco, CA: Jossey-Bass.
Petrie, N. (December, 2011). Future trends in leadership development. Boston, MA: Center for
Creative Leadership.
Shadyac, T. (Director). (2011). I am. [Motion Picture]. United States: Shady acres entertainment.
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Artifact Summary 2
I have chosen my final presentation from OL 615 Critical Thinking and Research as my
second artifact. This presentation includes a Literature Review studying the benefits of ethical
consumerism. The assignment asked that we share what we learned about creativity, critical
thinking and research. We were also asked to create an artistic representation of that learning. I
wrote a poem that shared my feelings about changing as a leader and the impact on my current
organizational environment.
In OL 615 Critical Thinking and Research we learned about conducting proper research.
We also looked at the impact of creativity and critical thinking on leadership and spent time
reflecting on the impact of values and beliefs on creativity, innovation and leadership. Through
my research for my Literature Review I also learned a great deal about Corporate Social
Responsibility (CSR) and how organizations are meeting or missing the mark with ethical and
mindful operation with positive social impact.
This artifact aligns with number nine of the Organizational Leadership program learning
outcomes by demonstrating how to activate self-directed strategies for continued personal and
professional learning (St. Mary’s University, n.d.). The artifact also demonstrates the course
outcomes that show my ability to assess the foundational criteria, assumptions, and sources of
beliefs and values. Together with the Literature Review, this work demonstrates an ability to use
creativity and innovation as an aspect of critical thinking for leadership practice (St. Mary’s
University, 2013).
The link to the final presentation is:
https://voicethread.com/share/3865833/
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References
Saint Mary’s University of Minnesota. (n.d.). 2013-2015 Catalog & handbook: Schools of
graduate and professional programs. Retrieved from http://catalog.smumn.edu/mime
/media/view/12/824/2013-15-SGPP.pdf
Saint Mary’s University of Minnesota. (2013). M.A. in organizational leadership . Retrieved
from http://www.smumn.edu/graduate-home/areas-of-study/graduate-school-of-business-
technology/ma-in-organizational-leadership