Power of One
You have been learning about how developmental assets can be built into your instructional models, and how to use that knowledge to support community-wide efforts to strengthen and support the adults and youth in your community, including identified classifications of Latino, African-American, and youth with disabilities.
We have identified and evaluated the existing programs in your community based on the 40 Developmental Assets model and brainstormed ways that you can use that model to create or support the existing programs within your local school and/or community.
Using reflection and analysis, you identified a specific initiative that meets an identified need in your community and has the potential to be immediately incorporated into your instructional setting or community.
Your Final Project is composed of three different categories that will be submitted as a complete unit. These categories include:

1. Designing a multimedia presentation or slideshow created in a program of your choice (PowerPoint, Google Presentation, Prezi, etc.). The presentation will illustrate the initiative for students, parents, and/or community.
2. Designing visual resources and handouts that illustrate your initiative and contribute to the presentation.
3. Writing an eight- to twelve- page paper that outlines your processes and that can be used to introduce and support your initiative.

Your multimedia presentation or slideshow can be created in a format of your choice (Microsoft PowerPoint, Google Presentation, Prezi, etc.) and should last between 5 and 15 minutes when presented orally.
Your presentation should include, but not be limited to:

• A definition of the purpose of your initiative, vision, and mission.
• A brief overview that illustrates the 40 Developmental Assets.
• A graphic that diagrams your community based on researched data.
• An illustration of how your initiative will support or create a positive environment and/or enhance an existing program or practice using proven methods with and for young people.
• A reference slide citing all sources using APA format.

Your created resources and handouts should include the final copies of the Student Handout created in Week Three, the Resource Table finalized in Week Four, and the Communication Guide created in Week Five.
Your written paper should be eight to twelve pages in length (excluding title and reference pages), and be formatted according to APA style as outlined in the Ashford Writing Center.
Your paper should include the following topics/headings:

• Describe, through a brief narrative, your initiative, vision, and mission.
• Summarize your community’s demographics, including those that are related specifically to the 40 Developmental Assets as outlined in your text.
• Outline the steps that you have taken, or will take, to achieve your vision through a graphics or written narrative.
• Summarize how you arrived at your initiative based on your community needs as outlined in the demographics. Examine your thought process for developing your mission/vision statement.
• Examine the internal and external assets you are focused on and explain why.
• Specify how your initiative addresses at least four of the Five Action Strategies as identified in your text.
• Illustrate, through a short written explanation, how you evaluated the process.
• Defend your plan for growing and sustaining your initiative.

You may use any or all of the instructional materials you have created during our course. Your completed Final Project should include references and citations for a minimum of five scholarly sources in addition to your text book.
Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment.

 

Question 1

1. A manager’s role is that of “information processor,” whereas a leader’s role is:

to communicate the big picture — the vision.

to serve as a communication champion.

to communicate written information, facts, and dat

both to communicate the big picture — the vision and to serve as a communication champion.

Question 2

2. Being a good listener expands a leader’s role in the eyes of others because of all EXCEPT:

o active listening is an ongoing part of a leader’s communication.

o total attention is focused on the message.

o a leader concentrates on what to say next rather than on what is being sai

o a good listener finds areas of interest, affirms others, and builds trust.

Question 3

Discernment involves all EXCEPT:

detecting unarticulated messages hidden below the surface.

paying attention to patterns and relationships.

listening carefully for undercurrents that have yet to emerge.

trying to convince others to agree with a point of view.

Question 4

4. Messages transmitted through action and behavior are called:

nonverbal communication.

channel richness.

discernment.

communication champion.

Question 5

Face-to-face communication can be described as:

the richest form of communication.

the poorest form of communication.

impersonal one-way communication.

having slow feedback.

Question 6

The sender (such as a leader) initiates a communication by _____________ a thought or idea

encoding

decoding

creating “noise” around

channeling

Question 7

7. The guidelines for using email effectively include:

Don’t act like a newspaper reporter.

Say anything negative about a boss, friend, or colleague.

Keep e-mail messages short and to the point.

Use e-mail to start or perpetuate a feud

Question 8

A team has all the following components EXCEPT:

Teams share a goal.

Teams have individual “stars.”

Teams are made up of two or more people.

Teams work together regularly.

Question 9

The “storming” stage of team development is characterized by:

conflict and disagreement.

orientation.

establishment of order and cohesion.

cooperation and problem solving.

Question 10

Team types do NOT include:

functional teams.

vertical teams.

cross-functional teams.

self-directed teams.

Question 11

11. Using a third party to settle a dispute is:

mediation

groupthink

distributive justice

bargaining

Question 12

The __________________ reflects a high degree of both assertiveness and cooperativeness.

collaborating style

avoiding style

accommodating style

competing style

Question 13

_______________ is the tendency of people in cohesive groups to suppress contrary opinions.

Team dynamics

Groupthink

Mediation

Collective bargaining

Question 14

Interactive leaders tend to be:

competitive

individualistic

consensus builders.

reluctant to share power.

Question 15

Ethnocentrism is the belief that:

one’s culture and subculture are inherently superior to other cultures.

all cultures have value.

everyone in the organization has the same values, beliefs, and motivations.

everyone in the organization has the same attitudes about work and life.

Question 16

The invisible bar that separates women and minorities from top leadership jobs is called:

ethnocentrism.

power distance.

the glass ceiling.

uncertainty avoidance.

Question 17

17. When a leader and company act out prejudicial attitudes toward people who are the targets of their prejudice, _________ has occurred.

ethnocentrism

discrimination

inclusion

uncertainty avoidance

Question 18

18. ____________is designed to help people become aware of their own biases, become sensitive to and open to people different from themselves, and learn skills for communicating and working effectively in a diverse workplace.

Collectivism

Diversity training

Inclusion

Ethnocentrism

Question 19

When workers admire a supervisor because of her personal characteristics, the influence is based on:

legitimate power.

reward power.

expert power.

referent power.

Question 20

20. If Paul, a salesman, does not perform as well as expected, his supervisor can put a negative letter in his file. This is an example of:

referent power.

expert power.

coercive power.

legitimate power.

Question 21

21. The levels of the Domain of Strategic Leadership include all EXCEPT:

strategy.

vision.

mission.

core competence.

Question 22

22. The levels of the Domain of Strategic Leadership include all EXCEPT:

strategy.

vision.

mission.

core competence.

Question 23

23. To determine strategic direction for the future, leaders do all EXCEPT:

use SWOT analysis.

consider trends in technology.

develop industry foresight.

use the Hersey and Blanchard Situational Theory model.

Question 24

24. Situation analysis includes a search for SWOT which includes all EXCEPT:

strategy.

threats.

strengths.

opportunities.

Question 25

25. Mission answers the question:

Where are we headed?

Who are we as an organization?

What are our weaknesses?

What is our situation?