Final Project Profile of a Leader

Final Project Guidelines
Profile of a Leader
As a future public administrator, you will want to familiarize yourself with what constitutes excellence in public and nonprofit sector leadership. In this Final
Project, you write a profile of a leader who may or may not embody these characteristics of excellence. To do so, select an individual who is especially interesting to
you and use what you have explored in this course as a foundation. You may select any contemporary leader of a public (e.g., government), or nonprofit organization
(including your own organization) as long as it is someone for whom there is sufficient information to provide an effective analysis of successful management and
leadership in public and nonprofit organizations. The leader you interview can function at any management level of the organization, from supervisor to president of
the board of trustees.

The Final Project
(15–18 pages, not including title page and references)
The Final Project is a synthesis of the elements of successful leadership covered in the weekly assignments, including any recommendations given by the Instructor and
student colleagues.
Week 10: Final Project
The analysis should include, but is not limited to, an in-depth examination of the leader, including the following sections:

Section I: Introduction (3–5 pages)
The introduction will include the context within which the leader works:
• A description of the leader’s organization (e.g., the organization’s mission, main stakeholders, constituents, similar organizations). Note: Do not use the actual
name of the organization or identifying details.
• A description of the setting (e.g., geographical, cultural, socioeconomic) and why it is relevant to the operation of the organization
• Any other information about the organization or related background that you think is important to understanding the organization and the leader

Section II: Body (9–10 pages)
• Write a brief profile of the leader you selected. Describe the leader’s contributions to the organization(s) o Stakeholders (e.g., “followers,” employees, other
leaders, community members)
o Overall community
o Society, if applicable

• Provide an example of a situation in which the interviewee demonstrated his or her management abilities. Then provide an example of a situation in which the
interviewee demonstrated his or her leadership abilities. Finally, provide an example of where the interviewee believes he or she could have demonstrated management or
leadership abilities more successfully, and why.
• Provide an example of management strategies the leader used to address an organizational problem (e.g., communicating across the organization, dealing with budget
crisis or shortfalls, working with community stakeholders, dealing with team conflicts)
• Explain specific behaviors the leader engaged in that were appropriate and that contributed to his or her success.
• Use leadership theory(ies) to explain why the behaviors described led to success.
• Describe the leader’s style, and provide examples that support your assertion.
• Summarize what you believe to be the leader’s strengths and weaknesses as a leader.
• Identify and describe a potential or actual ethical or legal issue the leader or to a situation in which the leader was engaged. (Please be sure to ensure the
confidentiality of your interview by leaving out identifying details.)

Conclusion: (3 pages)
• Provide recommendations to improve the leader’s effectiveness within a public or nonprofit organization.

• Describe a plan of action that tells specifically how you would implement your recommendations. Explain how your plan of action is o Efficient
o Feasible
o Ethical
References should include at least eight scholarly references from academic and professional journals (other than those provided in the Learning Resources),
organizational literature, and interviews with key organizational actors and experts. Use the format as outlined in the 6th edition of the Publication Manual of the
American Psychological Association.
Tips for conducting the interview:
• Before the interview, try to empty your mind of all preconceptions and factors that could color your observation of the other’s experience. Do not create fixed
agendas or pre-determined hypotheses. Plan the open-ended questions you will use. Expect some ambiguity.
• Suspend judgment; try not to comment or inject your opinions. Do not be afraid of silence. It may be a time for the person you are talking with to gather thoughts
and reflect. Allow the person you are interviewing to “tell his or her story,” and explain how he or she became associated with the organization, past successes, past
failures, and future challenges.
• Try to create a relaxed atmosphere. Observe body language.

The Final Project will be evaluated using the Final Project Rubric located in the Course Information area. Be sure that the Final Project is written using APA format.

Interview Questions
1. What is your administration role in the organization?
a. Administratively, my role within the organization can promote levels of complexity, in attempts of explaining specific roles. My roles vary, depending on the
day presented. Primarily, I am responsible for leveraging the possibilities of preventing cases from being re-opened. I a liaison for Court Administration, which
precludes to disseminating case information to litigants related to open or closed family cases.
2. What is the invaluable motivational strategy of the organization?
a. I believe, the invaluable motivational strategy of the organization, is to; keep the rhetoric of judicial staff down and increase productivity across the
Circuit.
3. What have your colleagues done for the organization to curb the increasing human trafficking in America?
a. Indirectly, based on what I am privy to, some colleagues have taken an interest in increasing their understanding of what “Human Trafficking” really is.
Increasing their knowledge have been accomplished by; attending community events, volunteering, become actively involved in mentoring.
4. How do you ensure that every individual in the organization plays his or her role in the public administration?
a. Contextually, I ensure that most individuals within my organization plays his or her role in the public administrative sector, by providing informative
information to Court Administrators and their subordinates, by utilizing those opportunities to provide training material.
5. What is the role of the organization in regards to the welfare of the children and human trafficking?
a. This question has a genuine affect within the judicial community. The role of the organization in regards to the welfare of the children and human trafficking
is very sensitive and must be treated confidentiality. With that said, there community resources and/or public services available which initiates some type of
service/welfare benefit for those experiencing or who have experienced human trafficking.
6. Who do you partner with in this fight against the human trafficking?
a. Currently, I partner with the Broward Sherriff office, Homeland Security, PACE center for girls, Kristy House and a plethora of other notable organizations.
These are the major stakeholders fighting against all types of human trafficking.
7. How do you track the activities that are performed by each and every individual in the organization?
a. Tracking the activities that are performed by each and every individual in the organization, is maintained by serval internal databases, which are only
accessible by staff.
8. What are your plans for the administration of the organization?
a. My current plans for the administration of the organization, is to continue providing the quality possible public service. As we embark into a new fiscal year,
there are multiple strategic goals being discussed but cannot be revealed
9. How do you hold board members to high-performance standards?
a. Well, at this time, due to a recent appointment as a chair for one of the committees, related to the human trafficking coalition, I haven’t had the opportunity
to gainful analyze these performance standards needed within the coalition. Utilizing a broad perspective, I would hope that they would uphold the need for integrity,
moral and charism while engaging the community.
10. How do you track the performance of the system?
a. As previously stated, I am new to the coalition. I have done some research as to the coalition and have been brought up to speed on how statistical information
is gathered. Considering this information and attempting to tie it into a source of a performance tracking system, I would acknowledge the team effort of collaborative
information and fact finding investigating. These are tactful systems used to measure various outcomes, depending on what is being measured.

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