BUS FPX4012 Assessment4 1.docx Running head: LEADERSHIP ANALYSIS IN ORGANIZATIONS

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BUS FPX4012 Assessment4 1.docx Running head: LEADERSHIP ANALYSIS IN ORGANIZATIONS 1 BUS-FP4012 Leadership Analysis in Organizations Capella University ... Leadership Theory During my leadership interviews I chose to focus on Cashman™s theory of Purpose Mastery: Leading With Why. In this theory, Cashman explains that a strong sense of purpose is essential to living a happy and fulfilling life. People who have a positive, engaging goal are more focused, optimistic, and effective in their endeavors. They look forward to going to work every day because they are doing work that is personally meaningful to them and for an organization that is making a positive impact on society. Organizations that are driven by a strong purpose produce more money in the long run than those that are solely driven by financial goals. Purpose is an attempt to address the fundamental question: Why are we here? In an organization, the embodiment of purpose, values, and structures to support them produces an atmosphere in which talent thrives. They bring their complete selves to work, are encouraged to be their whole, integrated selves, and share a profound, shared understanding of their work's meaning. According to Kevin Cashman, in his book Leadership From The Inside Out (2008), our sense of purpose increases naturally throughout our lifetimes in terms of service to ourselves, others, and the world at large. Our basic purpose is flexible, according to our stage of life and the circ. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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