Signature Assignment # 3: Case Study Essay
The Brighten, Inc., Corporate Leadership Development Institute
The Ethics of Inclusion/Exclusion and Who Pays
Writing Style Guidelines and Parameters:
Case responses should not exceed 4 pages (this total does not include cover page and
References page). All writing for the Case should adhere to APA formatting regarding
spacing (double-spacing), font style (Times New Roman) and font size (12), cover and
references page. Responses to case questions must be accurate, detailed, and
substantive. Students must support their responses to case questions using in-text
citations when the idea or quote to which they are referring is based in the course text
or another source. Students, in addition to the course text, may include other sources to
strengthen their case question responses. Students should be careful to use credible
and scholarly resources. Failure to approximate responses using the above guidelines
will result in a lower point total for this component of the course. Spelling, grammar,
syntax, punctuation, writing mechanics, and over clarity and accuracy are also
evaluated.
Signature Assignment # 3: Case Study Essay:
Case Context
You are the director of the internal corporate leadership development institute at
Brighten, Inc. This Institute provides management and leadership development and
training for high potential women and men across the company. With a company that
employs some 30,000 employees and with 10 locations across the US, Canada, and
Europe, there is a continual need for a pipeline of promising talent. One of the more
popular “training tracks” requires a rigorous two-year commitment where the first year
is spent learning senior management skills around people development and cultivating
engagement. The second year focuses on leadership strategies, influence, and effective
leadership practices that advance the corporate vision and mission.
As a 10-year member of the organization and now, as the director of this powerful and
prestigious program, you are, at any one time, familiar with a number of employees
who are enrolled in the institute. Occasionally, these employees ask if they can be fasttracked through (bypass) some of the training in order to graduate quicker so they can
take advantage of unique opportunities and continue their upward climb through the
company ranks. Typically, the individuals that approach you are people with whom you
are familiar and whom you respect. Each time you are approached by these individuals
who ask to be fast tracked, you think of the following issues that are at stake in their
request:
1. If they are fast tracked, what will they miss in their management and leadership
training that could be a liability to colleagues and direct reports?
2. If you agree to fast track some of those who have approached you, how would their
lack of complete training impact the larger company?
3. If they are fast tracked, how will this be viewed by other employees in the program
who must (and eventually will) complete the entire training process?
4. How will your credibility and ethics be called into question as the director of the
program if, among those who you allow to fast track, some emerge as leaders who
themselves cut corners and perhaps damage some aspect of the company?
Last Completed Projects
| topic title | academic level | Writer | delivered |
|---|