Leadership Assignment - Practical Demonstration Checklist

Running head: LEADERSHIP ASSIGNMENT
Leadership Assignment
Name of the Student
Name of the University
Author note

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LEADERSHIP ASSIGNMENT
Assessment Method Two– Practical Demonstration Checklist
Activity Comments
Satisfactory
response
Assessor use
only
Yes No
• How you plan to use business
technology to organize and
priorities work tasks and
commitments
• Making a to-do list: At the
beginning of every week or
day, a to-do list is very much
required to remember what and
when to do and by whom.
Write down all the pending
jobs and their deadlines at one
place by consolidating all the
small jobs in a comprehensive,
single list.
• The entire work load has to be
reviewed on a regular basis so
that no task gets lost in the
course of work. In order to
avoid this situation, the entire
project needs to be delegated to
a particular team so that
allocating jobs to individual
employees and giving them
deadlines are not required.
• The deadlines are to be set in a
realistic way. While making
the list, the due dates are not to
be established on the basis of
any personal choice. Instead of
that, the deadlines are to be set
according to requirements of
the job. A little research should
be done before ranking the
tasks.
• The interdependent tasks are to
be assessed on a daily basis.
• Even after the tasks are
prioritized, some of the tasks
may have extremely important
consequences during the
course of action. Therefore the
tasks should put in a way that
requires restricted
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LEADERSHIP ASSIGNMENT
consequences.
• The primary course of action
should be reassessed
continuously. It may not need a
dairy supervision, but weekly
reassessment is required.
• How you plan to measure and
maintain personal work
performance
• Identifying the time frame that
is available for working
depending on the individual
job designing and personal life
goals.
• The most significant actions
for completing a job should be
blocked during the course of
actions. These actions may
indicate the particular things
that are the performance
measurers.
• The daily to-do list should be
reviewed repeatedly and it
should be scheduled in urgent
and top-priority activities along
with the critical jobs which
cannot be avoided or
delegated.
• Suitable contingency time
should be blocked
immediately. Generally it
depends on the unpredictability
of the jobs and the team
members’ way of working.
• It cannot be predicted when
will the interruptions occur,
therefore some space should be
left in the entire schedule so
that the performance can be
flexible and can be rearranged
if required.
• Review the schedule and
individual goals for evaluating
the required time for achieving
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