MPL700: Assessment 2 Data Mining & BI Report ACC520 Legal Regulation of Business Structures PRINCETON READINGS IN RELIGIONS nons…

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MPL700: Assessment 2: ReportIT Help @Deakin© 2020 Deakin University CRICOS Provider Code: 00113B Page 1 of 6Key information
Due:Weighting:Word count:
Monday 8 February 2021 by 8.00pm (AEDST)60 %4000 words
Learning OutcomesThis assessment assesses the following Unit Learning Outcomes (ULO) and related Graduate LearningOutcomes (GLO). At the completion of this Unit, successful students can:
Unit Learning Outcome (ULO)
Graduate Learning Outcome (GLO)
ULO 1: Synthesise leadership theories andcritique their application in authenticleadership contexts
GLO 1: Discipline-specific knowledge andcapabilitiesGLO4: Critical thinking
ULO 2: Apply leadership theories tocomplex leadership problems
GLO 1: Discipline-specific knowledge andcapabilities
ULO 3: Analyse their own leadership roleand make recommendations for change
GLO 4: Critical thinking
PurposeThis assessment task requires you to consolidate your understanding of the unit material as developedthroughout the unit, using this understanding to critically reflect on your learning as well as planning howto improve your own leadership practice.InstructionsThis report incorporates five sections, as detailed on the next page. Recommended lengths for eachsection are provided to assist in ensuring all aspects are appropriately covered within the required wordcount (4000 words, excluding the reference list). Your report is to be submitted as a single Worddocument.Ensure you carefully review the assessment criteria as set out in the marking rubric on pages 5-6. Theseare the performance levels/requirements against which your submission will be assessed.MPL700: Assessment 2: ReportIT Help @Deakin© 2020 Deakin University Page 2 of 6Section 1: INTRODUCTION (approx 400 words)Provide a brief introduction that:• Describes your workplace and currentrole• Identifies your aims for learning in thisunit:o why did you elect to enrol in thisunit?o why are you keen to improve your leadershippractice?Section 2: LEADERSHIP THEORY (approx 1500 words)Choose two of the theories/conceptual frameworks from this unit (see listing in table below) andexplain why they are the most useful for people seeking to practice more effective leadership in yourorganisation or profession. Your explanation must note both the strengths and weaknesses of thetheories/conceptual frameworks (using academic references where appropriate) as well as draw froms you and others made in FutureLearn when we discussed that particular theory/topic.
Trait theories of leadership
Situational leadership
Behavioural theories of leadership
Transformational leadership
Contingency theory of leadership
Charismatic leadership
Path-goal theory of leadership
Authentic leadership
Leader-member exchange (LMX)
Servant leadership
Section 3: INFLUENCING OTHERS (approx 500 words)Reflect on who you are seeking to influence in your current (or most recent) leadership role and why.(You may want to influence a leader above you at work, a peer or sub-ordinate/team member(s).) Todo this, you will need to examine your own implicit leadership and followership theories and discernhow they impact on your ability to influence others.Section 4: LEADERSHIP PRACTICE (approx 1000 words)Develop three action points for how you might shift to be someone who actively practises leadershipmore effectively. Clearly detail what is involved in each of these three areas and the specific actionsyou will undertake. Explain why the three areas are important for you to implement, drawing ontheories and concepts from the unit (as well as your particular context) to justify your choices.Section 5: CONCLUSION (approx 600 words)For this final section, prepare a brief summary of Sections 2-4, which provides a synthesis of your key ideasand planned actions. Reflect on whether or not you achieved your learning aims for the unit and what yournext stage of development might involve.MPL700: Assessment 2: ReportIT Help @Deakin© 2020 Deakin University Page 3 of 6Assignment FormatAll tasks should be submitted within a single Word document. Use clear headings for each of the fivesections, plus the reference list which should appear at the end.Your submission (excluding the reference list) should total 4000 words (+/- 10%). Submissions that exceedthese requirements may not be read/assessed in full.ReferencingBased on the assessment requirements, we would expect to see a minimum of eight (8) scholarly sourcesto support your discussion. Both scholarly and non-scholarly sources that inform your discussion must beappropriately acknowledged.You must correctly use the Harvard method in this assessment. See the Deakin referencing guide.Submission details• Assessments are submitted via CloudDeakin. The link to the submission area can be found onthe ‘Assessments’ page of the MPL700 site on FutureLearn.• Deakin University has a strict standard on plagiarism as a part of Academic Integrity. To avoid anyissues with plagiarism, students are strongly encouraged to run the similarity check with theTurnitin system, which is available through Unistart. A Similarity score MUST NOT exceed 39% inany case.Late submissionThe following marking penalties will apply if you submit an assessment task after the due date without anapproved extension: 5% will be deducted from available marks for each day up to five days, and work thatis submitted more than five days after the due date will not be marked and will receive 0% for the task.‘Day’ means working day for paper submissions and calendar day for electronic submissions. The Unit Chairmay refuse to accept a late submission where it is unreasonable or impracticable to assess the task afterthe due date.Calculation of the late penalty is as follows:• 1 day late: submitted after Monday 11:59pm and before Tuesday 11:59pm– 5% penalty.• 2 days late: submitted after Tuesday 11:59pm and before Wednesday 11:59pm – 10% penalty.• 3 days late: submitted after Wednesday 11:59pm and before Thursday 11:59pm – 15% penalty.• 4 days late: submitted after Thursday 11:59pm and before Friday 11:59pm – 20% penalty.• 5 days late: submitted after Friday 11:59pm and before Saturday 11:59pm – 25% penalty.Dropbox closes the Saturday after 11:59pm AEDT time.IT Help @Deakin© 2020 Deakin University Page 4 of 6MPL700: Assessment 2: ReportExtension requestsRequests for extensions should be made to the Unit Chair well in advance of the assessment due date. Ifyou wish to seek an extension for an assignment, you will need to apply by email directly to Dr Lee Martin([email protected]), as soon as you become aware that you will have difficulty in meeting thescheduled deadline, but at least 3 days before the due date. When you make your request, you mustinclude appropriate documentation (medical certificate, death notice) and a copy of your draftassignment.Special considerationYou may be eligible for special consideration if circumstances beyond your control prevent you fromundertaking or completing an assessment task at the scheduled time.See the following link for advice on the application process:https://www.deakin.edu.au/students/studying/assessment-and-results/special-considerationAssessment feedbackMarks and feedback for Assessment 2 will be available to students online following the University’s releaseof final grades for Trimester 3 2020.Academic integrity, plagiarism and collusionPlagiarism and collusion constitute extremely serious breaches of academic integrity. They are forms ofcheating, and severe penalties are associated with them, including cancellation of marks for a specificassignment, for a specific unit or even exclusion from the course. If you are ever in doubt about how toproperly use and cite a source of information refer to the referencing site above.Plagiarism occurs when a student passes off as the student’s own work, or copies withoutacknowledgement as to its authorship, the work of any other person or resubmits their own work from aprevious assessment task.Collusion occurs when a student obtains the agreement of another person for a fraudulent purpose, withthe intent of obtaining an advantage in submitting an assignment or other work.Work submitted may be reproduced and/or communicated by the university for the purpose of assuringacademic integrity of submissions: https://www.deakin.edu.au/students/studying/academic-integrityMPL700: Assessment 2: Report rubricIT Help @Deakin© 2020 Deakin University Page 5 of 6
PerformanceLevels/ Criteria
N (0-29)
N (30-49)
P (50-59)
C (60-69)
D (70-79)
HD (80-100)
Criterion 1:Explanationand critique ofrelevantleadershiptheoriesULO1 (GLO1,GLO4)
Discussion ofleadership issuperficial (includinglittle or no use ofcredible sources).Overall, thesubmissiondemonstrates a lackof critical thinking:responses lack clarityrelevance and depth.
Discussion ofleadership theoriesis appropriatealthough thediscussion remainssuperficial (includinglimited use ofcredible sources).The overallsubmission showslimited evidence ofcritical thinking(clarity, logic,relevance anddepth).
Discussion demonstratessound understanding ofthe majority of leadershiptheories covered (includingsome use of crediblesources). The overallsubmission providesevidence of developingcritical thought throughresponses that are clearand relevant to theparticular tasks.
Discussion of leadershiptheories demonstrates astrong understanding(including appropriate useof credible sources). Theoverall submission providesevidence of a good capacityfor critical thought,integrating personalexperience with cleardiscussion of the particulartasks.
Leadership theories aredescribed accurately andprecisely (including skillfuluse of credible sources).The overall submissiondemonstrates a welldeveloped capacity forcritical thought,integrating personalexperience and insightsgenerated via multiplesources of information.
Leadership theories aredescribed and critiqued todemonstrate a sophisticatedappreciation of each inunderstanding leadership(including very skillful use ofcredible sources). Theoverall submissiondemonstrates clear andunambiguous evidence of astructured, logical processof meaning- making,synthesising insightsgenerated via multiplesources of information.
30 marks
0 – 8
9 – 14
15 – 17
18 – 20
21 – 23
24 – 30
Criterion 2:Application ofleadershiptheoriesULO2 (GLO1)
Little or no attempt ismade to consider thepotential applicationsof theories andconcepts beyond thegiven examples andcontexts.
The discussionremains at the levelof theory, and/orwithin the examplesgiven.
Examples are provided thatdemonstrate a developingability to make connectionsbetween different theories,and between theory andpractice, and move beyondthose given in the coursematerials.
Examples provided arerelevant and show adeveloping capacity toleverage theory as amethod of justifying andextending practice.
Examples provided areconcrete, relevant, andillustrative of howleadership theories havebeen applied to owncontext to justify futuregoals and directions.
Considerable attention is paidto the provision of concrete,specific, and detailedexamples that demonstratethe current and futureapplication of these theoriesfor practice.
30 marks
0 – 8
9 – 14
15 – 17
18 – 20
21 – 23
24 – 30
MPL700: Assessment 2: Report rubricIT Help @Deakin© 2020 Deakin University Page 6 of 6
PerformanceLevels/ Criteria
N (0-29)
N (30-49)
P (50-59)
C (60-69)
D (70-79)
HD (80-100)
Criterion 3: Analysisof own leadershipULO3 (GLO4)
There is little or noevidence of reflectionon self as leader, andno attempt to analyseor draw meaning fromthis experience.
There is limitedevidence of reflectionon self as leader. Whereprovided, the focus ismainly on description,with limited evidenceof analysis (getting tothe meaning made ofthe situation).
There is evidence of someapplication of newknowledge to identifyissues in relation to self asleader, including someevidence of analysis(getting to the meaningmade of the situation),although this is not alwaysthe focus of the discussion.
There is evidence ofthoughtful application ofnew knowledge andothers’ perspectives inunderstanding self asleader, with evidence ofcritique when analysingthe meaning of thestudent’s own leadershippractice.
There is clear evidence ofinsightful application ofnew knowledge and others’perspectives inunderstanding self as leaderand in relation to others,with evidence of in-depthcritical analysis into themeaning of the student’sown leadership practice.
There is clear evidence ofinsightful and highlydeveloped application ofnew knowledge andothers’ perspectives inunderstanding self asleader and in relation toothers, with evidence ofexceptional and insightfulcritical analysis into themeaning of the student’sown leadership practice.
30 marks
0 – 8
9 – 14
15 – 17
18 – 20
21 – 23
24 – 30
Criterion 4:Appropriateacknowledgementof informationsourcesULO1 (GLO1)
Absence of importantconventions in relationto Harvard referencingincluding: in-textcitations and referencelist; and appropriatepresentation and useof paraphrasing anddirectly quotedmaterial.
Inconsistently usesimportant conventionsin relation to Harvardreferencing including:in-text citations andreference list; andappropriatepresentation and useof paraphrasing anddirectly quotedmaterial.
Mostly uses importantconventions in relation toHarvard referencingincluding: in-text citationsand reference list; andappropriate presentationand use of paraphrasingand directly quotedmaterial.
Satisfactorily usesimportant conventions inrelation to Harvardreferencing including: intext citations andreference list; andappropriate presentationand use of paraphrasingand directly quotedmaterial.
Expertly and with minimalerror uses importantconventions in relation toHarvard referencingincluding: in-text citationsand reference list; andappropriate presentationand use of paraphrasingand directly quotedmaterial.
Expertly and withouterror uses importantconventions in relation toHarvard referencingincluding: in-text citationsand reference list; andappropriate presentationand use of paraphrasingand directly quotedmaterial.
10 marks
0 – 2.5
3 – 4.5
5 – 5.5
6 – 6.5
7 – 7.5
8 – 10
Overall100
N0 or above
N30 or above
P50 or above
C60 or above
D70 or above
HD80 or above

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