Leadership Study Guide PDF

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sumary ​of chapter 4 and 5...

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Leadership Study Guide Reading: The Nice Guy Paul Kennedy is next in line for CEO at his company, Daner Associates a “new media” company, but is he tough enough for the job? The reading covers his interactions and reflections over the course of his hour commute and continues through the work day. People: · Larry – Current CEO, described as a tiger but getting tired and wants to go golf. He recruited Paul 10 years ago for Daner Associates. · Lisa- Great employee but recently her work has been slipping due to her having to care for her terminally ill mother. · Lynne- Possible replacement for Lisa, in the meantime is sought out to pick up Lisa’s slack · George- Coworker, whose focus is on new business. · Justin- Coworker · Shelia- Paul’s wife of 15 years who is currently not feeling well. · Paul’s Mom and Dad- Considered great role models. They both loved their jobs and achieved a work life balance. They attribute their success to treating everyone with respect and consideration. Today Paul has a big presentation for Larry (CEO) on the European Expansion. Paul is curious as to what Larry will say especially since he seems to have taken a back seat the last few weeks. Paul believes Larry will be enjoy his new chairmen only role and the step away from day to day operations which frees up his time for golf and sailing. Paul also thinks Larry will admire the return to company origins in which staff development programs become an integral part of Daner’s growth strategy. Paul talks to several people over his commute: Lisa, she didn’t update the financial forecast for the big presentation. Paul sympathizes with Lisa and her situation and agrees to update the spreadsheet himself. Justin informs Paul of a conflict with a vendor who wants them to split the cost for a reprint due to Lisa’s murky print specs creating a gray area. Paul does not want to torch the relationship with the vendor but also does not want to feel taken advantage of. George informs Paul of the bidding war for biotech company. Paul is afraid of losing to another company who have already undercut them in the past. Paul suggests they lower their price to establish themselves as a player in biotech then work their way back to normal pricing. Paul realizes that Larry would have played hard ball, but they really need this deal!

Paul arrives at work locates the speed sheets, updates them and is off to the big presentation. Three hours later Paul realizes that he has misread the situation. Larry prefers George to be his successor and Paul as his number two. Over the last 10 years Paul has ran every aspect of the business and is convinced he can do the job 10x better than George. However, Larry thinks that Paul just isn’t tough enough for the job. What must Paul do to land the top job?

Ch 4 Behavioral Approach The behavioral approach focuses on what leaders do rather than who leaders are. Leaders engage in 2 types of behavior: task behavior and relationship behavior. How they combine these two types to influence other is the focus of the behavioral approach. Originated from 3 different lines of research: · Ohio State- Leader Behavior Description Questionnaire (LBDQ), identified the initiation of structure and consideration . · University of Michigan- identified the production orientation and employee orientation. · Blake and Mouton- developed a grid with 2 axis; concern for results and concern for people. How leaders combine orientations results in 5 major leadership styles: 1. Authority-compliance (9,1) 2. Country-club management (1,9) 3. Impoverished management (1,1) 4. Middle-of-the-road management (5,5) 5. Team management (9,9) Strengths · Broadened the scope of leadership to include the study of behavior of leaders · It is a reliable approach because it is supported by a range of studies · It underscores the importance of 2 core dimensions of leadership behavior; task and relationship · It provides a conceptual map that is useful in gaining an understanding of our own leadership behaviors. Weaknesses · Unable to associate the behaviors of leaders (task and relationship) with outcomes such as morale, job satisfaction, and productivity · Unable to identify a universal set of behaviors that consistently results in effective leadership · Implies but fails to support that the most effective leadership style is high task and high relationship.

Ch 5 Situational Approach Situational Leadership is a prescriptive approach that suggest how leaders can become effective in many types of organizational settings. This approach provides a model that suggests to leaders how they should behave based on a particular situation. Situational Leadership II classifies leadership into 4 styles; · S1 high directive- low supportive · S2 high directive- high supportive · S3 low directive- high supportive · S4 low directive- low supportive The model describes how each of the leadership styles applies to the followers at different levels of development · · · ·

D1 low competence high commitment D2 low competence low commitment D3 moderate competence lack commitment D4 great deal of competence and high commitment

Effective leadership occurs when a leader can accurately diagnose the development of followers and prescribed the correct leadership style to achieve goals Leadership is measured with questionnaires in which respondents assess work related situations. They are useful is helping leaders learn about how to change their leadership style to become more effective. Strengths · Recognized as the standard · Practical approach, easily understood and applied · Describes a clear set of prescriptions for leaders to enhance their effectiveness · There is no one best style of leadership, leaders need to be flexible and adapt their style Weaknesses · Does not have a strong body of research to support its theoretical basis such as explaining how followers move from developing levels to developed levels, or how commitment changes over time for followers · The model also does not address how demographic characteristics affects followers’ preferences for leadership · The model does not provide guidelines for how leaders can use the approach in a group setting as opposed to one-on-one contexts...