Purpose of Assignment

The purpose of this assignment is to allow the student an opportunity to explain what it means to have an efficient capital market. Students will gain an understanding of the different levels of market efficiency and how behavioral finance can inhibit reaching market transparency.

Assignment Steps

Resources: Microsoft® Word

Explain in 525 words what it means to have efficient capital market, including:

• Describe the behavioral challenges in achieving efficiency.
• Discuss the three forms of market efficiency.
• What are the implications to corporate finance?
• Would you consider the real estate market an efficient capital market? Please explain why or why not.

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20 questions

it opened today and it shuts down today

What is an Annotated Bibliography and Why Use One? A bibliography merely lists the sources you are using in your research, but an annotated bibliography gives a description (an annotation) of each source. Usually, an annotated bibliography is formatted just like a bibliography (Works Cited page)–all the sources are listed alphabetically. However, an annotated bibliography has an annotation (note) after each source. The annotations can vary significantly in length, from two or three sentences for each source, up to half a page. If you have some idea of what your thesis will be, you can include your tentative thesis with the annotated bibliography, if you want my feedback on the thesis. If you are still not sure, you do not need to include the tentative thesis. An annotation usually gives a brief summary of the source then some sort of evaluation. In other words, what information is contained in this source? Is it helpful? Is it relevant to your research? How so? How does it compare with the other sources? Think of it as a reading response to your source: how can it help you in terms of “claims and evidence” in your research paper. How can you use the source to explain your views? The annotated bibliography is a way of gathering together in one place what might be random notes scribbled on various sheets of paper. Looking at all your sources at once can help you generated a cohesive thesis. An annotated bibliography is useful in preparing to write a research paper because It forces you to summarize and evaluate your sources. It can help you get a good sense of what is being said about your topic. It can also be a valuable resource for other people doing similar research. How Many Entries Must I Have? A minimum of ten (10) sources.You can have as many as you want. You are not required to use the annotated bibliography entries in your final paper if you find other sources later that you prefer. Five sources must be from library databases, and at least three must be peer reviewed sources. Steps to Developing a Clear and Useful Annotated Bibliography Above the first entry, provide a one paragraph overview of your sources explaining how they relate to your topic, and to one another. Explain the different types of sources you have included, and, briefly, why you think they will be convincing or credible for your reader. List source information in MLA style Works Cited entry formatting, in alphabetical order. Read through the original source before writing your annotation; do not rely completely on abstracts or descriptions by others. Write your annotationcarefully and precisely, using complete sentences. Identify the author’s purpose, intended audience, and thesis; write your annotation to remind yourself why or how you thought the source might be useful in your research paper, and mention how it relates to other sources, if applicable. Explain why you think this source is credible. Provide a scholarly or historical context for the source. Tip: Be creative about the type of sources you include. Sometimes sources that do not directly relate to your specific topic can be useful. For example, if writing about marriage equality, you could quote an author writing about marriage in general. Similarly, use sources that disagree with your view. You can incorporate them as opposing points of view, and then explain their weaknesses. Use works that are relevant, as well as topical. Sample MLA Annotated Bibliography Items Kreie, Jennifer, and Timothy Paul Cronan. “Making Ethical Decisions.” Communications of the ACMvol. 43, No. 12., 2017, Pp. 66-71. Proquest. ezproxy.nypl.org/login?url=http://search.proquest.com.i.ezproxy.nypl.org/docv… 1512388143?accountid=35635. The authors, professors of computer systems, present findings of a study of 300 college students to support their theory that businesses who promote a strong ethical code of conduct can influence employee behavior in certain situations. The paper builds on an earlier study conducted by the authors. While the results of the study appear valid the survey is limited in its scope to a small population. A comparison of a similar survey conducted in a work place would be a valuable addition to this study. While the authors’ conclusion that people rely on their personal values when making ethical decisions is perhaps stating the obvious, this article provides a good starting point for additional research on the topic. The list of sources could lead to additional credible sources. Lange, Karl P. “Native American Medicines and the Lewis and Clark Expedition.” Journal of Western American History No. 51., 2016, Pp. 534-568. JSTOR. www.jstor.org/stable/24487691. Lange, a Doctor of Naturopathic medicine at Eastern State University, presents a convincing argument that the Lewis and Clark expedition would have failed had they relied solely on the medicines in common use in the United States at the time. Lange supports his arguments with numerous passages from the published journals and letters of expedition members. This is a very informative article which provides an extensive inventory of native medicines including how they were used by the expedition. The article is well illustrated with numerous diagrams of native plants used by the expedition and contains an extensive bibliography of additional resources. Tannen, Deborah. “The Power of Talk: Who Gets Heard and Why.” The Harvard Business Review. Sept-Oct 2014. Pp. 138-148. Proquest.ezproxy.nypl.org/login?url=http://search.proquest.com.i.ezproxy.nypl.org/ ocview/1512388143?accountid=35635. According to Tannen, communication between men and women in the workplace can be likened to cross-cultural communication. The use of language is learned social behavior; divergent formative cultural and social experiences of men and women lead them to use linguistic and communicative styles with differing expectations, rituals and social objectives. In the workplace, this can affect or interfere with processes of giving feedback, criticizing and negotiating. Annotated Bibliography Rubric — 100 points total Criteria Exceeds Meets Approaches Entries are alphabetized and comply with MLA style formatting. 7 – 10 points 3 – 6 points Fewer than 3 points Collection includes ten sources, with at least five from library databases. At least three of the sources must be scholarly peer reviewed articles. 10 – 15 points 5 – 9 points Fewer than 5 points Annotations include an evaluation of a source’s usefulness, appropriateness, and/or relationship to the topic. 7 – 10 points 3 – 6 points Fewer than 3 points Writer articulates a unifying purpose for the bibliography through a critical preface or introduction 10 – 15 points 5 – 9 points Fewer than 5 points Writer demonstrates an understandingof the networked or relational nature of the sources 10 – 15 points 5 – 9 points Fewer than 5 points Writer maintains the tone and position of a curious and humble academic researcher 7 – 10 points 3 – 6 points Fewer than 3 points Annotations start with an accurate snapshot of the source’s big idea/argument and relevant context 7 – 10 points 3 – 6 points Fewer than 3 points Annotations are proofread and adhere to standard conventions of English 7 – 10 points 3 – 6 points Fewer than 3 points

Use this assignment to collect sources you might be able to use in your Annotated Bibliography.

On each of the following three websites, find an article on a topic (or topics) related to your final paper topic. Remember that sources can be indirectly related to your topic, or related to issues that have similar arguments. For example, if you are writing about the effects of gender stereotypes in video games, you might use an article from a journal on child psychology to show that children are influenced by what they see on screens at young ages, or perhaps changes in self-esteem during adolescence. Or, if you are writing about mass incarceration, you might research recidivism rates in U.S. prisons. Be creative about how information related to your topic.

Find one article per website, for a total of three articles.

ACLU.org (Links to an external site.)

Pew Research Center (Links to an external site.)

ProCon.org (Links to an external site.)

List each article as a Works Cited entry in MLA style, and write a few sentences discussing why or how you could use this article as a source, and/or why you found it interesting.

Here is a guideline to a Works Cited entry for an article on a website using MLA Style, 8th Edition:

Author’s last name, Author’s first name. “Title of Article.” Name of Website.

Date the Article or Website was published. The URL.

Smith, Jan. “Cats are Fun.” Slate. 7 July 2016. www.slate.com/cats_are_fun (Links to an external site.)

If there is no author’s name provided, begin the entry with the title of the article. If no title is provided, begin the entry with the name of the website.

Module 3 – SLP

Leaders and Leadership

Most of what is written about leadership has been written by western scholars and practitioners—mostly from the United States. Thus, what we have studied in this module so far reflects western assumptions and values about how to improve leadership performance.

But leadership quality, we know, is mostly about perception. If the followers perceive that a person is a leader, that person will be treated with respect and the followers will grant him the power and authority to guide their actions. These perceptions can vary across cultures, and successful global leaders know that leadership is viewed differently in different cultures and modify their behaviors to align with culturally diverse expectations. This is what is called Cultural Intelligence.

(If this is a topic that particularly interests you and you would like to increase your capacity for cultural intelligence, you are encouraged to enroll in LED520: Cross-Cultural Communication and Leadership. This course can serve as an elective in several degree programs.)

Required Reading

The following reading discusses the importance of cultural awareness in increasing organizational effectiveness:

O’Reilly, C. (2013). Why is cultural intelligence important? Retrieved from http://www.trainingzone.co.uk/topic/soft-skills/why-cultuiral-intelligence-important/181942

Assignment

Click on the following link: https://commisceo-global.com/quizzes. You will find a selection of cultural awareness quizzes, business culture quizzes, and country-specific quizzes. Choose one or two quizzes that look interesting to you. (Hint: You will learn the most if you choose a general quiz or one that concerns a country with which you are not familiar, and then choose a quiz that tests your knowledge of a country with which you think you are highly familiar.) After completing the quiz(zes), address the following questions in a 2- to 3-page essay:

• Which quiz(zes) did you take?
• Were you surprised at your performance on the quiz(zes)?
• What strengths do you think you have in the area of inter-cultural awareness?
• What weaknesses are you able to identify?
• Create a plan of specific steps you can take to build on your strengths and improve areas of weakness.
• Why is it important for managers to increase their levels of cultural awareness?

Keys to the Assignment

The key aspects of this assignment that should be covered in your paper include:

• Complete the assessment according to the guidelines and interpret the results.
• Include the actual results.
• Discuss BOTH strengths and weaknesses. If there were gaps between your assessment results and your own thoughts about your level of cultural awareness, why they do these gaps exist?
• Discuss concrete actions you can take to improve your cultural awareness.

SLP Assignment Expectations

Your paper will be evaluated using the criteria as stated in the SLP rubric. The following is a review of the rubric criteria:

Assignment-Driven: Does the paper fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?

Critical Thinking: Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?

Business Writing: Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

Effective Use of Information: Does the submission demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality (library?) sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?

Citing Sources: Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?

Timeliness: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

Module 3 – Background

Leaders and Leadership

All background materials (as well as materials referenced on the home page) are required unless designated as optional or general reference materials.

People have wondered about what makes a great leader since the beginning of recorded history—and undoubtedly long before. The formal study of leadership dates back to the 1950’s,and is probably one of the most researched topics in Organizational Behavior. Today, after decades of study, we believe that:

• Leaders are made, not born, and leadership can be taught.
• Leadership occurs in all kinds of organizations and at all levels.
• To be a great leader, one does not have to be charismatic.
• There is no one right way to lead that will fit all situations.

In this module, we will review the major theories of leadership that persist to this day. Although some are more complex than others, each seems to have a nugget of truth and adds to our overall understanding of how leadership works and what makes great leadership. The following chart summarizes the major approaches or models that we will cover.

Leadership Model	Principles
Trait Model	Leaders have special innate qualities. Certain people are “natural leaders.”
Behavioral Models	Leaders are concerned primarily with task or relationships, though the best leaders are concerned with both.
Contingency Models	Different leader behaviors are effective for different types of followers and situations.
Influence (Power) Models	Leadership consists of influencing others.
Transformational Models	Leaders are visionaries who change organizations and people’s behavior.

Let’s begin with a PowerPoint presentation that will provide some background on these different models:

Eveland, J.D. (n.d.) Leadership. Trident University International.
The exercise of leadership, by definition, involves compelling people to do something they might not otherwise have done. The manner in which they carry out these tasks varies, however. The degree of motivation and enthusiasm with which a follower performs his or her work is related to the type of leadership that is used. Here are the most common reactions by followers:

• Commitment is characterized by the internalization of a leader’s goal or request and the follower’s decision to carry it out effectively. Frequently, the follower will go beyond what the leader has asked or expects—in other words, goes the extra mile.
• Compliance is an apathetic response where the follower does what the leader asks, but exerts no more than the required amount of effort.
• Resistance is a reaction where the follower opposed the leader’s direction and avoids carrying it out (passively through avoidance or aggressively through rebellion).

Let’s take a look at power, which is closely tied to leadership. Review the sources of power in the following video presentation:

Retrieved April 2017 from Now, consider reactions to leadership’s exercise of power (by type):

Type	Most Common Reaction
Reward	Compliance
Coercive	Compliance or resistance
Legitimate	Compliance
Referent	Commitment
Expert	Commitment

This chart would indicate that the most a leader can hope for if he relies on the power received from holding a position (legitimate, reward, coercive) is compliance with directives. If leaders rely too heavily on coercive power, they risk meeting resistance. If, instead, a leader needs to have the follower’s commitment (the knowledge that a follower will comply with directives regardless of whether or not the follower is being monitored or not), then the leader must rely on personal sources of power—such as referent or expert power.

While commitment is very often the most desired reaction, sometimes compliance is enough to accomplish the leader’s objectives. Resistance, however, is something all leaders should want to avoid as it could render them totally ineffective.

Contingency Models

The Eveland PowerPoint presentation also covered contingency models of leadership. Contingency models are based on the idea that the most effective leadership style is one that matches the demands of the situation. There are three basic models of contingency leadership that we will cover in this module. Each has a slightly different prescription as to the factors that a leader needs to consider when exercising the most successful leadership style.

1. The Fiedler Model
2. The Path-Goal Model and
3. The Normative Decision Model

The Fiedler Model

Unlike the behavioral theorists who came before him Fiedler did not believe that there was one best style of leadership. He agreed that individuals tend to possess either a task-oriented or relationship-oriented leadership style, but that to know the appropriate style for a given circumstance, you also needed to understand the situation:

Situational Factor	Characteristics
Leader-Member Relations	Do the followers have trust and confidence in the leader?
Task Structure	Is the task structured or unstructured?
Leader’s position power	Does the leader have the discretion to reward or punish?

Read the following article to learn how these factors combine to indicate which leadership style would be most effective given specific situational constraints, and criticisms of the model:

Fiedler’s Contingency Theory (2016). Leadership-central. Retrieved from http://www.leadership-central.com/fiedler%27s-contingency-theory.html#axzz3OemkTtoM

While Fiedler thought that different leadership styles worked better under different conditions, he did not think that people could change their preferred style. So the important task of management was to match the leader with the right style to the right situation. The next contingency theory of leadership we will examine does not hold that leadership style is static and instead proffers the argument that leaders can change and adapt their style to fit the situation.

Path Goal Model

The path-goal model of leadership proposes four different leadership styles and considers two situational factors (the follower’s capabilities and motivation) to match the most effective leadership style with the characteristics of the situation as follows:

Appropriate Leadership Style	Situation
Directive	Employee role ambiguity is high. Employees have low abilities Employees have external locus of control
Supportive	Tasks are boring and repetitive Tasks are stressful
Participative	Employee abilities are high Decisions are relevant to employees Employees have internal locus of control
Achievement-Oriented	Employees have high abilities Employees have high achievement motivation

In other words, a leader does not use the same approach with hourly employees with limited skills the same way she would lead employees who are highly educated and highly skilled. Read more about this approach to leadership:

Martin, R. (2012) “PathGoal Theory of Leadership.” Encyclopedia of Group Processes & Intergroup Relations. Ed. John M. Levine and Michael A. Hogg. Thousand Oaks, CA: SAGE, 2009. 636-37. SAGE Reference Online . Web. 30 Jan. 2012. Retrieved April 2017 from https://studysites.uk.sagepub.com/northouse6e/stud…

Normative Decision Model: Vroom-Yetton-Jago decision tree

The last contingency model we will consider is the Normative Decision Model, so called because it gives leaders a tool to use to decide exactly which of five leadership styles is appropriate for a given circumstance to ensure that the highest quality alternative is selected and the followers have the greatest likelihood of acceptance of that alternative. By asking a series of questions and following the answers through a decision tree, the leader can select the style that is most likey to yield the response she desires. The five leadership styles are:

Decision Style	Characteristics
A1: Autocratic	Leader gathers information and decides alone.
A2: Autocratic	Leader gets information from followers but decides alone.
C1: Consultative	Leader shares problem with individual followers, asks for input, but decides alone.
C2: Consultative	Leader shares problem with group of followers, asks for input, but decides alone.
G2: Group based	Leader shares problem with group, seeks consensus on solution.

Find out what the key questions are and see how the decision tree works by reading the following article. Be sure to try out the interactive tool that allows you to try out the decision tree for yourself!

Vroom-Yetton-Jago Decision-making Model of Leadership (2013). Leadership-central. Retrieved from http://www.leadership-central.com/Vroom-Yetton-Jago-decision-making-model-of-leadership.html#axzz3OjpF9lI8

Transformational leadership

Transformational leaders are people who inspire followers to exert their greatest efforts toward achieving a vision for the future of the organization. To do this, the transformational leader needs to clearly communicate his vision for the organization and this vision must be linked to strong values that followers will find motivating. The transformational leader works hard to build trust with his followers – so that his “open area” of the JoHari Window is maximized. (See Module 2 for an explanation of the JoHari Window.)

Although he does not use the term “transformational,” Leadership expert Simon Sinek is clearly describing what constitutes this type of leadership in the following TED talk:

TED (2010) Simon Sinek: How great leaders inspire action. Retrieved from https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action

Much of what is written about transformational leadership focuses on the role of top management – particularly CEO’s – as transformational. But what about the rest of us who lead people on a daily basis, but from the middle of the organization? Does the model of transformational leadership have anything to offer individuals who are not at the top of the leadership “food chain”?

The following article does just that by making clear how managers at all levels of the organization can become more effective leaders by infusing transformational principles into the meaning of work. Drawing on the Job Characteristics Model (remember this from module 1?), the authors show how “transformational leaders promote (i.e., shape) subordinates’ perceptions of work by influencing their perceptions of key job characteristics.” (p. 354)

Dean J., Cleavengera, D.J., and Munyonb, T.P. (2013). It’s how you frame it: Transformational leadership and the meaning of work. Business Horizons 56(3), 351-360.

You can find this article in the Trident University Library.

Required Reading

Commisceo Global. Country specific quizzes. Retrieved from http://www.commisceo-global.com/quizzes/cultural-awareness-quizzes?view=qcategory&cat_id=41

Commisceo Global. Cultural awareness quizzes. Retrieved from http://www.commisceo-global.com/quizzes/cultural-awareness-quizzes?view=qcategory&cat_id=39

Dean J., Cleavengera, D. J., and Munyonb, T. P. (2013). It’s how you frame it: Transformational leadership and the meaning of work. Business Horizons 56(3), 351-360

Eveland, J. D. (n.d.) Leadership. Trident University International.

Fiedler’s Contingency Theory (2016). Leadership-central. Retrieved from http://www.leadership-central.com/fiedler%27s-contingency-theory.html#axzz3OemkTtoM

Martin, R. (2012) “PathGoal Theory of Leadership.” Encyclopedia of Group Processes & Intergroup Relations. Ed. John M. Levine and Michael A. Hogg. Thousand Oaks, CA: SAGE, 2009. 636-37. SAGE Reference Online . Web. 30 Jan. 2012.Retrieved April 2017 from https://studysites.uk.sagepub.com/northouse6e/study/materials/reference/reference7.2.pdf

O’Reilly, C. (2013). Why is cultural intelligence important? Retrieved from http://www.trainingzone.co.uk/topic/soft-skills/why-cultuiral-intelligence-important/181942

Vroom-Yetton-Jago Decision-making Model of Leadership (2013). Leadership-central. Retrieved from http://www.leadership-central.com/Vroom-Yetton-Jago-decision-making-model-of-leadership.html#axzz3OjpF9lI8

Videos

French and Raven’s Five Forms of Power. Retrieved April 2017 from https://www.youtube.com/watch?v=eSb06mh7EHA

TED (2010) Simon Sinek: How great leaders inspire action. Retrieved from https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action

Optional Reading

Center for Creative Leadership Website. (2015) Retrieved from http://www.ccl.org/index.shtml

McNamara, C. (2017) All about Leadership. In Free Management Library. Retrieved from http://managementhelp.org/leadership/