Professional Documents
Culture Documents
Chapter 3
Case 3.1 A Strained Research Team
1. Based on the skills approach, how would you assess Dr. Woods
leadership and his relationship to the members of the Elder Care Project
team? Will the project be successful?
I think that Dr. Wood leadership and relationship to the members is fair. His negative
comments and negative attitude will wear on the member. I think that the project will be
successful, but I also feel the project would be better if the morale was positive.
2. Does Dr. Wood have the skills necessary to be an effective leader of this
research team?
Yes, I just think he needs to understand the members on his team are doing their best
and maybe check his emotions at the door.
3. The skills model describes three important competencies for leaders:
problem-solving skills, social judgment skills, ad knowledge. If you were to
coach Dr. Wood using this model, what competencies would you address
with him? What Changes would you suggest that he make in his leadership?
I would address the problem-solving skills and social judgment skills, because he is
running over time and budget and is taking these problems out on his team members. I
would suggest that he needs to be more positive and praise his team members on their
good work to keep every ones spirits high.
3. If you were to coach Adams on how he could improve his leadership, what
would you tell him?
I would tell him to keep up the good work, but gather a team together and spread out the
tasks. Completing this huge project by yourself will most likely result in failure or
overlooked issues.
Chapter 4
Case 4.1 A Drill Sergeant at First
1. From the style perspective, how would you describe Marks leadership?
Marks leadership style is very demanding at first but he has eased up with his employees
as time passed. He is all about getting the job done right.
2. How did his style change over time?
When he first started he was like a drill sergeant all about the work. As the time went on
he started to give his employees responsibility and praised them when they did a good
job
3. In general, do you think he is more task oriented or more relationship
oriented?
I believe he is more task oriented.
4. What score do you think he would get on Blake and Moutons grid?
Chapter 5
Case 5.1 What Style Do I Use
Yes, Instead of just giving each student a handout of the rules she needs to have a
seminar or orientation with the new hires to go over the handout in a group.
3. Based on the situation leadership, what creative schemes could Ann use
to reduce FCC infractions at WCBA?
She could have group activities and play games with the new hires to learn the rules.
When people are having fun they tend to learn easier and the information sticks.
Chapter 6
Case 6.1 No Control Over the Student Council
1. How will Tamara do as a president of the student council?
I think she will do fine. The student body elected everyone thats on the council but
Tamara is well liked so she will be able to get along and work well with everyone.
2. According to her LPC score, what are her primary needs?
Tamara is more relationship motivated. So her needs would be relating to the other
students on the board and working well with them.
3. How will these needs affect her ability to develop the new policy for
computer fees?
I think that she will be worried about how the changes will affect the student body.
Starting a new fee for the computers could make some students angry.
4. How can Tamara change the situation to match her management style?
I think that she can change her management style to be a more relationship motivated by
building relationships with the student council.
Chapter 7
7.1 Three Shifts, Three Supervisors
1. Based on the principles of path-goal theory, describe why Art and Bob
appear to be less effective than Carol.
The basic principles of path goal theory are derived from expectancy theory suggests that
employees will be motivated if they feel competent. If they think their efforts will be
rewarded. Also, If the employees find the payoff for their work to be valuable. Bob and
Art are good managers but they dont take the time to help each employee like Carol.
2. How does the leadership of each of the three supervisors affect the
motivation of their respective subordinates?
Art is very by the book and this causes the employees to get bored and feel like robots.
Bob is all about recognizing birthdays and making all the employees like friends. This
causes employees to relax and slack off because they feel they can get away from it. And
Carol is all about helping everyone who needs it. Her employees do their best to do a
great job and he praises them for it. Employees like to feel like they are doing a good job.
3. If you were consulting with Brako about leadership, what changes and
recommendations would you make regarding the supervision of Art, Bob,
and Carol?
I would suggest Bob to loosen up a little bit and stop reminding everyone how to do their
job. Art on the other hand needs to be more of a manager instead of a friend. And Carol
seems to be a great manager.
3. Are there obstacles that David can remove or help runners to confront?
David could have just an information session where all questions and issues are
addressed. Running a marathon is a huge deal and if people are nervous or unsure they
will ask a ton of questions. He also should have different training sessions according to
the runners ability. If an experienced runner is sitting next to a beginner asking what
type of shoes they need the wear the experienced runner is going to become bored or
annoyed and lose interest in the race.
4. In general, how can David motivate each of the three groups?
David can motivate each of these groups by tending to the groups needs. Answer the
beginners group questions, make a diet plan or reassure the second group that they are
doing great. And let the third group train as they have before and come to group sessions
as needed.
Chapter 8
8.1 His team Gets the Best Assignments
1. Based on the principles of LMX theory, what observations would you
make about Carlys leadership at Mills, Smith, & Peters?
LMX theory makes the leader-member relationship the pivotal concept on the leadership
process. She is all about picking favorites with the different teams. I dont think this is a
great leadership style but it is seen all the time
2. Is there an in-group and out-group, and if so, which are they?
Yes, Jack is in the in-group and Terri is on the cusp of being in the in-group. Julie and
Sarah are in the out-group. Julie is upset about being in the out-group but Sarah and her
team doesnt seem to care and would rather not put in the extra work to try and be in the
in-group.
3. In what way is Carlys relationship with the four groups productive or
counterproductive to the overall goals of the agency?
I believe that her relationship is both productive and counterproductive. Jack is under
her wing and she favors them over everyone else. So they will do whatever is asked of
them. The other group relationships with Carly are counterproductive. She is pushing
them to the side and they feel as if they are not good enough for her.
4. Do you think Carly should change her approach toward the associate
directors? If so, what should she do differently?
Yes, she should treat all four groups equally. You cant pick and choose who you want to
buddy up with. The four teams all work for the same company and overall are on the
same team as a whole.
Chapter 9
Case 9.1: The Vision Failed
1. If you were consulting with the HTE board of directors soon after Harold
started making changes, what would you advise them regarding Harolds
leadership from a transformational perspective?
I would advise the board that Harold is slowly turning into an ineffective president. Yes,
changes are being made, but the employees arent being treated properly. Also, although
the mission statement of the company is posted throughout the building, people are
becoming unsure as to where it is going. There arent clear expectations and when
Harold tries to explain something, the employees arent taking it very well. The
employees arent feeling valued like they should be and something needs to be done.
There are ways to change without degrading the employees.
2. Did Harold have a clear vision for HTE? Was he able to implement it?
I dont think Harold had a clear vision. I feel he had an idea but was unsure of how to
go about accomplishing it. Perhaps he thinks he was able to implement it, but I dont
think he did. It didnt turn out the way it was supposed to be and it failed in the end.
3. How effective was Harold as a change agent and social architect for HTE?
Harold was not effective as a change agent. I see this in the way the employees acted and
felt towards him. I feel there were a lot of negative consequences after changed were
made, whether intentional or not.
4. What would you advise Harold to do differently if he had the chance to
return as president of HTE?
I would tell Harold to really analyze all aspects of the decisions and changes you want to
make. Make it a point to have other employees from all levels give their input, this makes
them feel included. Pay close attention to your employees needs and wants and also how
you respond to them.
3. What is the vision Dr. Cook has for the archaeology excavations?
Dr. Cooks vision for his excavations is to provide an excellent growing and learning
opportunity and for students to come together and work as a team.
Chapter 10
10.1: Anonymous Servant Leaders
1. How do the donors behaviors fit into Liden, Wayne, et al.s (2008) seven
characteristics of servant leader behavior?
I think the donors behaviors fit well according to Liden, Wayne, et al.s (2008). The
donors seem to be more concerned about others than themselves and seem to be driven
to helping those less fortunate.
2. The effeteness of servant leadership is related to whether followers are
open to it. Do you see any aspects of the Kalamazoo Promise that could
make it problematic for some people in the Kalamazoo community?
I do see some aspects that could be problematic for some people in the community. I
remember reading that some people were upset and concerned about the decreased
enrollment in the private schools in the area because of this donation.
3. Based on the model of servant leadership, how would you assess the
outcomes of the Kalamazoo Promise? That is, how did the Promise affect
follower performance and growth, as well as the organizational
performance of the Kalamazoo Public Schools, and what was the impact of
the promise on the greater Kalamazoo community?
Because of the Promise, I feel the size of the following grew. Even though there were
some people who were concerned and werent fully supportive of the donation and its
effects, the Promise had a good following. The overall impact was positive, in my
opinion, in the community.
10.2: Doctor to the Poor
1. Would you characterize Paul Farmer as a servant leader? Explain your
answer.
I think Paul Farmer is a servant leader. I feel like it was his lifes calling and mission to
help others less fortunate such as those in Haiti. He put others first.
2. Putting others first is the essence of servant leadership. In what way did
Paul Farmer put others first?
Paul put others first by putting himself on the back burner, so to speak. His main focus
was the health and well-being of those less fortunate and it was obvious in this case
study.
3. Another characteristic of a servant leader is getting followers to serve.
Who were Pauls followers, and how sis they become servants to his vision?
Pauls followers were those that supported his mission and its success. Other followers
included those who were treated or could be treated.
4. What role do you think Pauls childhood had in his development as a
servant leader?
I think that because Paul was one of those less fortunate at a young age, sleeping in a
van, he understood and could relate to those in Haiti. I feel he had a special connection
with those people and it really made an impact on his mission.
I think the type of behavior that Herb displayed was Helping Followers Grow and
Succeed. I think Colleen exhibited Creating Value for the Community.
2. How do the leaders of Southwest Airlines serve others? Whats others are
they serving?
The leaders of the airline serve others by providing the best experience possible. I also
feel they provide value within the community. They are genuine about the people they
serve and they arent just in it for the money.
3. Southwest Airlines emphasizes the Golden Rule. What role does the
Golden Rule play in servant leadership? IS it always a part of servant
leadership? Discuss.
I feel the Golden Rule is deeply a part of servant leadership. Basically, treat others the
way you want to be treated. I think it puts feelings into perspective. I have always
thought of this rule when Im dealing with a difficult situation and I feel it makes a
difference in how people are treated.
4. Based on figure 10.1, describe the outcomes of servant leadership at
Southwest Airlines, and how follower receptivity may have influenced those
outcomes.
I think all outcomes of Figure 10.1 are exhibited in some way in this case. I feel the
society is impacted, there is follower growth, and organizational performance has
increased.
Chapter 11
Case 11.1 Am I Really a Leader?
1. Learning about ones self is an essential step in becoming an authentic
leader. What role did self-awareness play in Sally Helgesens story of
leadership?
Finding herself just lead Sally into becoming an authentic leader. It wasnt as if she took
a step-by-step process. Through her journey and experiences, she realized her strengths
and weaknesses and used those to her advantage to become an authentic leader.
2. How would you describe the authenticity of Sally Helgesens leadership?
I think Sallys leadership is very authentic. I think that her travels and life experiences
allowed her to become more and more authentic. Sally was knowledgeable and
understanding; so much so, that she wrote a book.
3. At the end of the case, Sally Helgesen is described as taking on the
mantle of leadership. Was this important for her leadership? How is
taking on the mantle of leadership related to a leaders authenticity?
I think this was extremely important in her leadership. I think by taking on something
this prominent and difficult, it only proved that Sally was truly authentic. She was
involved in her work and wasnt just on the outside looking in. She got her hands dirty;
this brought respect and showed that she cared about her work.
Case 11.2 A Leader Under Fire
1. Would you describe Greg Mortenson as an authentic leader? Explain.
What a case! I do feel that Greg is still an authentic leader. Its not like he was paid to
improve education is a 3rd-world country. I feel like he wanted to make a difference and
an impact.
2. In the chapter, we discussed moral reasoning and transparency as
components of authentic leadership. Do you think Greg exhibited these
components as part his leadership?
Its hard to tell if Greg exhibited moral reasoning and transparency in this case following
the lawsuit and all the media hype. I was surprised he didnt defend his actions, perhaps
the accusations were true. I wanted to find out more information to make this conclusion
because from the information presented, it was hard to tell.
3. How was Gregs response to the allegations against him characteristic of
an authentic leader?
I think Greg responded by not fueling the fire. I think that he, perhaps, took the higher
road and didnt feed into the attention. I think that maybe if Greg would have fought
back, it would have escalated further.
4. In the future, how will the investigations of Greg Mortenson affect the
authenticity of his leadership?
I think the investigation will affect his authenticity. I think that people will think twice
about if his actions were from the heart or just to make money. I dont think Greg will
receive the positive feedback he once received before everything escalated.
Case 11.3 The Reluctant First Lady
1. How would you describe Betty Fords leadership? In what ways could her
leadership be described as authentic?
Betty Ford was an incredible woman. Her leadership was astounding. Not only facing her
struggles, but making them public to help others with the same obstacles was amazing. I
do feel she was truly authentic throughout this battle.
2. How did critical life events play a role in the development of her
leadership?
I think such critical life events pushed Betty into advancing in her leadership. I feel like
she took charge of the situation and spun it around to make it positive. She didnt hide
away in her room and feel sorry for herself. She made her battles public to help other
people in the future.
3. Is there a clear moral dimension to Betty Fords leadership? In what ways
is her leadership about serving the common good? Discuss.
Bettys leadership is serving the common good because she increased awareness for
breast cancer and addiction. I think by her story, people were more aware (and less
afraid to announce) their own battles.
4. As we discussed in the chapter, self-awareness and transparency are
associated with authentic leadership. How does Betty Ford exhibit these
qualities?
Obviously, Betty Fords self-awareness and transparency were astounding in this case.
Because of her own struggles, Betty increased her self-awareness which helped to
increase others self-awareness as well.
Chapter 12
Case 12.1 Can This Virtual Team Work?
Which of the 8 characteristic of team excellence are lacking in this team?
I think a number of characteristics are missing such as:
results-driven structure
unified commitment
collaborative climate
principled leadership
Clear goal
results-driven structure
unified commitment
standards of excellence
principled leadership
external support
competent members
collaborative climate
4. What actions would you take if you were the leader of this task force?
I think there needs to be assistance here. Externally, someone needs to present them
with a clear goal and a structure to achieve it. Kim must then take charge and delegate.
Only then will they reach their goal