Question.5229 - DiscussionLeadership in Crisis: Ernest Shackleton and the Epic Voyage of the EnduranceDiscussion InstructionsInstructionsBy the end of day (11:59 pm) Wednesday (Mountain Standard or Mountain Daylight Time), post one substantial, well-constructed contribution. The post should clearly state your position, include supporting evidence from the case study, and appropriately apply concepts from the reading assignments.This initial post should be between 250 and 300 words in length. By the end of the day (11:59 pm) Friday (Mountain Standard or Mountain Daylight Time), make at least three meaningful replies (not to exceed 150 words each) to other students’ initial posts add/or other students' responses to your initial post. Replies should be thoughtful and push the conversation forward, not simply agree, disagree or restate the post. Add your own thoughts and build upon what your classmates have posted. (This often is more difficult than it initially appears and requires some meaningful thought and effort. One way you can add to the conversation is by offering a different perspective or by contrasting your classmate's post with the application of a different principle. Another way to push the conversation forward is by adding a new and different example of how to apply the principle your classmate mentions. A third way of building upon your classmates' posts is by asking a related, rhetorical question and then providing your thoughts to answer the question. Each of these examples keep the conversation going and help to provide greater insight into how to apply the principles from the module.)Continue to monitor the discussion board throughout the week and engage with students who comment on your posts.Indicate the posts that you feel best address the question by liking them.Contribute to the learning community by positively engaging and challenging each other.Please include the word count as part of your submission on all assignments, including posts and replies.Use proper grammar, spelling and punctuation. Always be professional.Grading of AssessmentGrading will be based upon the attached rubric. (Click on the link with the three dots at the top right of the page to show the rubric.)The initial post will be worth a maximum of 20 points, your responses and engagement with other students' posts will be worth a maximum of 18 points, and 2 points will be awarded for grammar, for a total maximum of 40 points for this assignment.Since active participation is critical to this online discussion, no credit will be given for late submissions.Credibility is the Foundation of Leadership Principles OverviewHonest, competent, inspiring, and forward-looking are the essential characteristics people want in a leader, someone whose direction they would willingly follow. These are the four principles you can use for your discussion and case study analysis in this module.People want to follow leaders who, more than anything, are credible. Credibility is the foundation of leadership. People must be able to, above all else, believe in their leaders. To willingly follow them, people must believe that the leader's word can be trusted, that they are personally passionate and enthusiastic about their work, and that they have the knowledge and skill to lead.People must also believe that their leaders know where they're heading and have a vision for the future. Being forward-looking and having a vision makes leaders unique from other people in an organization. Leaders are expected to have a point of view about the future and to articulate exciting possibilities. People will only willingly follow when they are confident that their leaders know where they are going.When it comes to deciding whether a leader is believable, people first listen to the words, then they watch the actions. They listen to the talk, and then they watch the walk. When words and deeds are congruent, "credible" is the judgment handed down.The Kouzes-Posner First Law of LeadershipIf you don't believe in the messenger, you won't believe the message. To be credible in action, leaders must be clear about their beliefs; they must know what they stand for. That's the "say" part. Then they must put what they say into practice: they must act on their beliefs and "do."People trust and more willingly follow leaders whose deeds adds words match.The Kouzes-Posner Second Law of LeadershipDWYSYWD: Do What You Say You Will DoBackground"Today we take up a distinct moment in the history of leadership and the broader forces affecting individuals and organizations. Shackleton's moment was a colder one than ours, with lousy food, often little sunlight, and a distinct institutional context. It was a time of geopolitical turbulence - a global war, a reconfiguring of the tectonic plates of the world order, and the fall and rise of empires. In Shackleton's moment, we also see the significance of individual impact, new conceptions of self-identity and heroism, the undeniable importance of adaptation and response to unforeseen change, and the pivotal role of a particular leader's values.Although the context of early 20th-century British exploration differs widely from that of business leadership 100 years later, it shares some important similarities with the challenges faced by leaders and managers of today. Like Shackleton, we are living in turbulent times, one in which America's position as a dominant power in the world seems uncertain, in which there are many questions about where business leaders and responsible citizens are going. Leaders have to be able to manage in stable, prosperous times and also in very uncertain, dangerous times. And sometimes they have to be able to lead when the stakes are much, much greater than they expected them to be at the onset of a particular endeavor or initiative. In a sense, then, Shackleton's moment rhymes with our own, and his story offers important insights into how to lead in such a turbulent environment - how to motivate people, allocate resources, and act with effectiveness and integrity in moments of crisis." AssignmentOn a scale of 1 to 7, how well did Ernest Shackleton demonstrate the principles of “Credibility is the Foundation of Leadership” from Kouzes and Posner’s The Leadership Challenge? = very poor = poor = fair = good = very good = excellent = exceptionalWhich of the four essential characteristics of credibility (honest, competent, inspiring, forward-looking) did Ernest Shackleton use most effectively? Why?Which of the four essential characteristics of credibility (honest, competent, inspiring, forward-looking) did Ernest Shackleton use least effectively? Why?Support your position with the appropriate application of the principles in the module and specific examples from the case study.Additionally, remember to look at these leaders with a critical eye. They were great leaders, but they were by no means perfect.

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