What Is WGU C203 MAM1 Task 2?
WGU C203 (Becoming a Leader) is a foundational MBA course that challenges you to analyze leadership behaviors and organizational culture through a real-world lens. Task 2 — the Organization and Leadership Evaluation — is a written performance assessment that asks you to evaluate a specific organization’s leadership practices and culture.
The paper is not a generic essay. Evaluators assess whether you can apply leadership theories to observable workplace behaviors, identify areas of strength and improvement, and recommend evidence-based solutions. Every section of your paper must align with the WGU rubric to earn a “Competent” rating.
Assignment at a Glance
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Understanding the Rubric: What Evaluators Actually Want
The single biggest reason students receive revision requests is misalignment with the rubric. The rubric is your blueprint. Before you write a single sentence, read the rubric carefully and map each requirement to a section of your paper.
Rubric Criteria Explained in Simple Terms
| Rubric Criterion | What You Must Demonstrate |
| Leadership Behavior Analysis | Identify specific observed leadership behaviors (not personality traits). Link each behavior to a named theory. |
| Organizational Culture Assessment | Describe the culture using frameworks like Schein’s model or competing values. Use evidence from the workplace. |
| Ethical Leadership Evaluation | Assess whether leadership decisions align with ethical frameworks (utilitarian, virtue ethics, etc.). |
| Leadership Effectiveness | Evaluate impact on team performance, morale, communication, and goal achievement. |
| Recommendations | Provide actionable, theory-grounded recommendations for leadership improvement. |
| APA Formatting | Title page, running head, in-text citations, and reference list — all per APA 7th Edition. |
How WGU Evaluators Grade Your Submission
WGU uses a Competency-Based Education model. You either pass (Competent) or you do not — there are no letter grades. Evaluators look for depth, specificity, and theory application. Vague, surface-level writing is the primary cause of returns.
- Competent: All rubric criteria addressed with clear evidence and theory application.
- Not Yet Competent: One or more criteria are missing, vague, or lack academic support.
- Returned for Revision: Evaluator provides specific feedback you must address before resubmission.
Pro Tip: How to Use the Rubric as a Checklist
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Leadership Theories You Can Use in Task 2
WGU evaluators expect you to integrate recognized leadership theories — not just describe behaviors in everyday language. Below are the most applicable theories for this task, with guidance on how to use each one in your paper.
Transformational Leadership
Transformational leaders inspire followers to exceed their own self-interest for the good of the organization. They use vision, charisma, intellectual stimulation, and individualized consideration to motivate high performance.
- Key theorists: Burns (1978), Bass (1985)
- Apply it when: Your leader inspires change, sets a compelling vision, or develops individual team members.
- Sample analysis: “The department director demonstrated transformational leadership by articulating a patient-centered vision during weekly huddles, which aligns with Bass’s (1985) concept of inspirational motivation.”
Transactional Leadership
Transactional leadership is based on exchanges — rewards for performance and corrective action for underperformance. It maintains the status quo and focuses on short-term outcomes.
- Key theorists: Burns (1978), Bass & Avolio (1994)
- Apply it when: Your leader uses performance metrics, bonuses, progressive discipline, or KPI reviews.
- Sample analysis: “The store manager’s reliance on monthly sales quotas and commission structures reflects the contingent reward component of transactional leadership (Bass & Avolio, 1994).”
Servant Leadership
Servant leaders prioritize the needs of their followers over their own authority. They focus on empowering others, building community, and fostering ethical behavior.
- Key theorist: Greenleaf (1970), Spears (1995)
- Apply it when: Your leader actively supports staff development, removes obstacles for the team, or puts employee wellbeing first.
Situational Leadership
The Situational Leadership model (Hersey & Blanchard, 1969) proposes that no single leadership style is best. Effective leaders adapt their approach based on the readiness and competence of their followers.
- Apply it when: Your leader adjusts their style depending on the employee or the situation.
- Describe the four styles: Directing, Coaching, Supporting, and Delegating — and which one is most used.
Toxic Leadership
Not all leadership is positive. If your organization has a leader who uses intimidation, demonstrates narcissism, or creates a culture of fear, you can analyze this through the toxic leadership framework (Lipman-Blumen, 2005).
- Toxic behaviors include: humiliating employees publicly, taking credit for others’ work, suppressing dissent.
- Apply it when: Your analysis reveals harmful leadership patterns — this is a valid and often high-scoring approach if backed by evidence.
Emotional Intelligence (EQ) in Leadership
Daniel Goleman’s (1995) Emotional Intelligence framework is highly relevant for C203 Task 2. Leaders with high EQ demonstrate self-awareness, self-regulation, empathy, motivation, and social skills.
- Apply it when: Your leader demonstrates empathy, manages conflict constructively, or builds strong interpersonal relationships.
- EQ is especially relevant in healthcare, education, and team-based environments.
Organizational Culture Analysis — A Framework Approach
Organizational culture is the shared values, beliefs, and practices that shape how people behave at work. For Task 2, you must go beyond saying the culture is “positive” or “negative.” Use a recognized framework.
Edgar Schein’s Three Levels of Culture
| Level | Definition & Examples for Your Paper |
| Artifacts (visible) | Physical layout, dress code, rituals, meeting formats, how people greet each other. |
| Espoused Values | Mission statements, stated norms, official policies — what the organization says it values. |
| Underlying Assumptions | Unconscious beliefs that drive behavior — often discovered through observation over time. |
Cultural Dimensions to Analyze
- Communication: Is it open and transparent, or hierarchical and filtered?
- Employee Morale: What is the general sentiment? Is it measured formally (surveys) or informally?
- Team Productivity: Are teams collaborative or siloed? Is accountability clear?
- Leadership Effectiveness: Do leaders align their actions with the stated organizational values?
- Conflict Resolution: How does the organization manage disagreements — constructively or punitively?
| Strong Analysis vs. Weak Analysis
WEAK: ‘The organization has a positive culture where employees are treated well.’ STRONG: ‘Artifacts such as open-door policies and cross-functional team meetings suggest an egalitarian culture (Schein, 2010). However, the absence of employee recognition programs contradicts espoused values of appreciation, indicating a potential gap between stated and enacted culture.’ |
Ethical Leadership — What to Cover and How
Ethical leadership is a required component of Task 2. You must evaluate whether the leader’s behavior reflects sound ethical principles, not just whether they avoid obvious misconduct.
Ethical Frameworks to Reference
- Utilitarianism: Does the leader make decisions that produce the greatest good for the greatest number?
- Virtue Ethics: Does the leader embody character traits like honesty, fairness, and courage?
- Deontological Ethics: Does the leader follow rules and duties regardless of outcome?
- Transformational Ethics: Does the leader elevate the moral behavior of followers?
Sample Ethical Analysis Paragraph
| Example: Ethical Leadership in a Healthcare Setting
“Charge nurse [Name] demonstrated deontological ethical leadership by consistently following patient confidentiality protocols even when expedited communication might have been operationally convenient. This adherence to duty-based principles (Kant, as cited in Johnson, 2018) reinforced a culture of compliance and trust within the unit. However, the leader’s failure to address a colleague’s documentation errors raises questions about accountability — a gap that virtue ethics scholars would identify as a deficit in moral courage (Northouse, 2021).” |
How to Structure Your Leadership Evaluation Paper
Use this structure to organize your paper. Each section maps directly to the rubric. Do not skip sections or merge them without clear transitions.
Recommended Paper Structure
| Section | Purpose & Recommended Content |
| Title Page | APA 7th edition format: title, your name, institution, course, instructor, date. |
| Introduction (1–2 pages) | Introduce the organization and leader. State your purpose. Preview the analysis. |
| Leadership Behavior Analysis (2–3 pages) | Describe and evaluate specific leadership behaviors using named theories and cited sources. |
| Organizational Culture Analysis (2–3 pages) | Analyze culture using a framework (Schein, Competing Values, etc.). Use workplace examples. |
| Ethical Leadership Evaluation (1–2 pages) | Apply an ethical framework to assess the leader’s ethical conduct. Be specific and balanced. |
| Leadership Effectiveness (1–2 pages) | Evaluate impact on team outcomes: morale, productivity, communication, goal achievement. |
| Recommendations (1–2 pages) | Offer 2–3 theory-grounded, actionable recommendations. Connect each to a specific gap. |
| Conclusion (0.5–1 page) | Summarize key findings. Reinforce your overall leadership evaluation. |
| References | All cited sources in APA 7th edition format. Minimum 5–7 peer-reviewed sources. |
Industry-Specific Examples and Sample Topics
One of the most effective ways to score well on Task 2 is to choose an organization you know well — ideally your current or past workplace. Below are starter frameworks for common industries.
Healthcare / Nursing Leadership
- Leader role: Charge nurse, nurse manager, clinical supervisor, hospital administrator.
- Theory match: Servant leadership, transformational leadership, emotional intelligence.
- Culture analysis focus: Patient safety culture, interdisciplinary communication, nurse burnout rates.
- Ethical angle: HIPAA compliance, end-of-life care decisions, staffing ethics.
Corporate / Business Management
- Leader role: Department manager, regional director, VP of Operations.
- Theory match: Transactional leadership, situational leadership, transformational leadership.
- Culture analysis focus: Performance metrics, employee engagement, remote team dynamics.
- Ethical angle: Fair compensation, DEI policies, corporate governance.
Military Leadership
- Leader role: NCO, commissioned officer, team leader.
- Theory match: Authentic leadership, servant leadership, situational leadership.
- Culture analysis focus: Mission clarity, unit cohesion, accountability culture.
- Ethical angle: Rules of engagement, whistleblower protection, leadership under pressure.
Retail / Small Business Operations
- Leader role: Store manager, shift supervisor, operations director.
- Theory match: Transactional leadership, coaching leadership, transformational leadership.
- Culture analysis focus: Customer service culture, turnover rates, team motivation.
- Ethical angle: Fair scheduling, wage transparency, employee recognition.
Common Mistakes That Cause Revisions
Based on common evaluator feedback patterns, these are the most frequent reasons WGU C203 Task 2 submissions are returned:
| Top 10 Revision Triggers — And How to Avoid Them
1. Describing personality instead of behavior → Name specific, observable actions. 2. Mentioning a theory without explaining it → Define each theory before applying it. 3. No in-text citations → Every theory claim needs a citation (Author, Year). 4. Vague culture description → Use a framework (Schein) and provide workplace evidence. 5. Skipping the ethical analysis section → This is a required rubric criterion. 6. Recommendations not linked to theory → Each recommendation must cite supporting literature. 7. APA errors (missing running head, wrong date format) → Use Purdue OWL APA 7 guide. 8. Using the same source for every citation → Evaluators expect diverse, peer-reviewed sources. 9. Writing about the organization generically → Use specific names, dates, and real examples. 10. Conclusions that introduce new information → Conclusions summarize; they do not add new claims. |
APA Formatting Essentials for Task 2
WGU requires APA 7th Edition. Below are the most critical formatting rules for this task:
| APA Element | Correct Format |
| Title Page | Title (bold, centered), blank line, name, institution, course name & number, instructor, date |
| Running Head | APA 7th edition does NOT require running heads for student papers (confirm with rubric) |
| Headings (Level 1) | Centered, Bold, Title Case |
| Headings (Level 2) | Left-aligned, Bold, Title Case |
| In-Text Citations | (Author, Year) or Author (Year) said… |
| Direct Quote | (Author, Year, p. XX) |
| Reference Entry (Book) | Author, A. A. (Year). Title in italics. Publisher. |
| Reference Entry (Journal) | Author, A. A. (Year). Article title. Journal Name, volume(issue), pages. DOI |
Recommended Academic Sources for C203 Task 2
- Northouse, P. G. (2021). Leadership: Theory and practice (9th ed.). SAGE.
- Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. SAGE.
- Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.
- Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
- Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
- Luthans, F. (2011). Organizational behavior: An evidence-based approach (12th ed.). McGraw-Hill.
FAQ — People Also Ask About C203 Task 2
What is WGU C203 MAM1 Task 2?
It is a written performance assessment for WGU’s Becoming a Leader (C203) course. You evaluate a specific organization’s leadership practices, culture, and ethics using established leadership theories and academic sources.
How long should the paper be?
Most successful submissions are between 10 and 15 pages, not counting the title page and reference list. Focus on depth over length — do not pad the paper to reach a page count.
Is APA format required?
Yes. WGU requires APA 7th Edition for all written assessments. Formatting errors — especially in citations and references — are a common reason for returned submissions.
What leadership theories should I use?
The rubric does not mandate specific theories, but you should choose at least 2–3 well-established models. Transformational, transactional, servant, and situational leadership are the most commonly used and widely cited in peer-reviewed literature.
Can I use my current workplace as the organization?
Yes — and this is often the best approach. Using a real workplace you know well allows you to provide specific, credible examples. If you are concerned about confidentiality, change identifying details or note that names have been changed.
Why did my paper get returned for revision?
The most common reasons include: vague analysis without theory application, missing or improperly formatted APA citations, an incomplete ethical leadership section, and recommendations that are not linked to leadership literature. Review the evaluator’s comments carefully and address every item before resubmitting.
How do I analyze organizational culture in Task 2?
Use a recognized cultural framework such as Edgar Schein’s Three Levels of Culture or the Competing Values Framework. Describe observable artifacts, stated values, and underlying assumptions. Support your analysis with specific workplace examples.
Pre-Submission Checklist
Before submitting Task 2, go through this checklist. Each item corresponds to a rubric criterion.
- Introduction clearly identifies the organization and the leader being analyzed.
- Leadership behaviors are specific and observable — not personality traits.
- At least two named leadership theories are applied with citations.
- Organizational culture analysis uses a named framework.
- Ethical leadership section uses a named ethical framework.
- Leadership effectiveness is evaluated with evidence (not opinion).
- Recommendations are theory-grounded and actionable.
- Every cited source appears in the reference list.
- APA 7th edition format is used throughout (title page, headings, citations, references).
- Paper has been proofread for grammar, spelling, and academic tone.
- Paper does not introduce new information in the conclusion.
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