Question.5228 - CASE STUDY ANALYSIS: Leadership in Crisis: Ernest Shackleton and the Epic Voyage of the Enduranceis the Foundation of LeadershipCase Study AnalysisLeadership in Crisis: Ernest Shackleton and the Epic Voyage of the EnduranceCase Study Analysis InstructionsInstructionsBy the end of day (11:59 pm) Sunday (Mountain Standard or Mountain Daylight Time), submit a persuasive, well-constructed written case study analysis. The case study analysis should clearly state your position, include supporting evidence from the case study, and demonstrate your mastery of the material by appropriately applying concepts from the reading assignments. The case study analysis should be at least 600 words, but no more than 750 words, in length. Please include the word count as part of your written case study analysis. Use proper grammar, spelling and punctuation. Please include your name on the assignment.Grading of AssessmentGrading will be based upon the attached rubric. Refer to this grading rubric in preparing your case study analysis assignment.Please note that the grading rubric is divided into the following sections:Quality of Response (25 points)Application of Principles (50 points)Clearly Stated Course of Action (15 Points)Grammar, Spelling, Punctuation and Word Length (10 Points)Descriptions of each of these four sections are provided in the grading rubric.The written case study analysis will be worth a maximum of 100 points. Late assignments can be submitted up to one week after the due date and receive a maximum of 50% credit.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." AssignmentUsing two (2) principles from the reading materials (honest, competent, inspiring, forward-looking) AND at least three (3) specific examples (courses of action) per principle to support your arguments, what should Ernest Shackleton have done to have become an even more exemplary leader? Make sure you support your arguments by integrating the reading material into the principles and the specific examples.(Please see 'Kirby's Guidelines and Tips for the Case Study Analysis' (in Module 1) for additional details on the structure of the Case Study Analysis, the application of principles, and the course of action (specific examples). Please do not restate or summarize the details of the case study; instead, focus on applying the principles from this module as explained in 'Kirby's Guidelines and Tips' and the assignment rubric below.)

Answer Below: