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Option #2: Corporate Fundamentalist Culture and SustainabilityYou are the university relations director of the 501c(3) non-profit, Magnanimous Intent (MI). MI has a reputation of attracting the most i
Option #2: Corporate Fundamentalist Culture and Sustainability
You are the university relations director of the 501c(3) non-profit, Magnanimous Intent (MI). MI has a reputation of attracting the most innovative thinkers to develop global social programs with proven results. Most recently, MI hired a new executive director (ED) from the corporate world. The ED’s vast experience in publicly traded companies implies a desire to grow MI’s reach and economic standing.
As part of a quarterly review with university partners, you met yesterday with a regional University Career Alliance organization; the purpose was to talk about leadership and career opportunities at MI. Two of the alliance members approached you after the presentation to voice some concerns. You were told that some Alliance members were questioning MI’s commitment to expand its presence and influence within the non-profit world. MI had been regarded as having a strong organizational culture but as the programs grew both geographically and socially and with the new CEO hire, Alliance members sensed that the organization was rethinking its mission.
You are invited to re-address the group at its next quarterly meeting. You determined that Alliance members need to express perceptions, needs, and concerns about MI’s direction. Together, you believe, the Alliance and MI can continue to advance social causes as envisioned. So you’ve decided to prepare a white paper* to establish a context for discussion at the next Alliance meeting.
Western (2013) [required reading] raises questions about the sustainability of fundamentalist cultures and the formation of organizational cultures. From your own research and this week’s required readings, develop a white paper* to present the position that fundamentalist tendencies do not put organizations at risk, but instead make the future more certain, attracting employees and partners to realize an organization’s vision.
Requirements: Writing a white paperhttps://owl.english.purdue.edu/owl/resource/546/1/
- Develop a white paper* three to five pages in length not counting the required title and references pages.
- Include a minimum of six scholarly sources in addition to any required reading.
- Your paper must be formatted according to the CSU-Global Guide to Writing and APA.
- Review the grading rubric, which can be accessed from the Module 2 folder, to understand how you will be graded on this assignment. Reach out to your instructor if you have questions about the assignment.
- Required readings for the module: Chapters 3, 6, & 7 in Leadership Second Edition by Simon Western////////////:. A Critical Text
- Antonakis, J., & House, R. J. (2014). Instrumental leadership: Measurement and extension of transformational–transactional leadership theory. The Leadership Quarterly, 25(4) 746-771.
- Banks, G. C., Davis McCauley, K., Gardner, W. L., & Guler, C. E. (2016). Meta-analytic review of authentic and transformational leadership: A test for redundancy. Leadership Quarterly 27(4) 634-652.
- Castelli, P. A. (2016). Reflective leadership review: A framework for improving organisational performance. The Journal of Management Development, 35(2), 217-236.
- Latham, J. R. (2014). Leadership for quality and innovation: Challenges, theories, and a framework for future research. Quality Management Journal, 21(1), 11-15.
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