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.
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?
I believe he falls in between Team Management and Authority-Compliance Management.
2. Why does her leadership style create such a pronounced reaction from her subordinates?
People relate differently to situations. When a manager is all about work and have the job done they seem
to separate themselves from social interactions in the workplace.
3. Do you think she should change her style?
Yes, she needs to try and be more social and relax a bit.
4. Would she be effective if she changed?
I believe that she would still be effective if not more effective if she change he leadership style.
Chapter 5
Case 5.1 What Style Do I Use
1. According to the basic assumptions of situational leadership, where would you place the three
mangers in regard to levels of development in the SLII model (Figure 5.1)
Rick has high directive-high supportive, Beth has high directive-low supportive and Steve has low-directive
and high supportive.
2. If you were Bruce, would you act the same toward each of the three mangers?
I wouldnt, each manager has different needs and needs different things. All people are different, Rick
feels confident, Beth needs help with learning the plastic business, and Steve need a confidence boost
when it comes to stepping up into management.
3. Which conference would be the hardest for you, and which would be the easiest? Why?
The hardest would be learning everything that has to do with the company and the easiest would be
stepping up into management. I believe this because rattling off information at the drop of a hat is hard
to me at times. I enjoys making decisions and working in teams so upper management would be a nice
opportunity.