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Understanding LeadershipDiscussion Questions, Activities and Case StudiesChapters Five through EightName: Chapter 05: Contingency TheoriesDiscussion QuestionsWhen would you select a task-oriented style of leadership?When would you select a relationship-oriented style of leadership?Explain what Fiedler’s LPC scale is designed to measure.Identify and describe the three components of situational favorableness.Describe the path-goal theory of leadership.Discuss Hersey and Blanchard’s situational leadership model.Case StudyRead the following case study and analyze the leadership involved from the perspective of the Situational Leadership Model.CJ Smith and Jake Miller have been friends a long time. They started at The Lumber Rack about 5 years ago and have worked side by side in the yard. About a year ago, CJ was promoted to yard foreman, due to the fact that he had more prior experience in lumberyards than Jake did. Due to the growth of the company, three months ago CJ was given permission to hire a new yard person. While Jake was dependable, solid worker with much knowledge, the new hire, Chad was younger and has more energy (but little patience). There have been some tense moments in the yard as Jake and Chad have argued about the “right” way to do something. Jake likes the way the yard as been organized, but Chad would like to see major changes in the way inventory is stocked. CJ has been asked to step in and provide leadership in helping the yard become are “team” capable of accommodating the rapid growth of The Lumber Rack. CJ is ready to take on the challenge, but is not sure how to proceed.What leadership style would best motivated Jake? Explain why.What leadership style should be used for Chad? Explain why.What actions should CJ take to address the concerns of each individual?What could be done using a team approach to successfully handle this situation? Chapter 06: Power and Influence TheoriesDiscussion QuestionsDiscuss the differences between power, influence, and empowerment.Using the following table, list advantages and disadvantages inherent in each method.MethodAdvantagesDisadvantagesPowerInfluenceEmpowermentWhy do you think empowerment is not as widely used as power or influence?Case StudyJim Braun is the president of the Student Oversight Group at Hanford College. The purpose of the Student Oversight Group is to handle problems that arise when students violate Hanford’s academic or personal conduct codes. The SOG includes the following members:Jim Braun22/SeniorBus. Admin/Acct/PresidentSteve Baxter21/JuniorComputer ScienceSecretarySarah Homer25/JuniorSocial WorkTreasurerBilli Schmidt30/SeniorPhysical EducationMemberRobert Smith20/SophomoreGraphic DesignMemberBrenda Miller22/SeniorAccountingMemberDr. Sandra HardinHistoryFaculty AdvisorIt is normal for problems to be referred to the SOG and resolved before official discipline is taken. The SOG attempts to handle all problems in a timely manner, then report their recommendation to the Dean for action. The SOG is an empowered task force with the duty to make decisions and have those decisions implemented in all but the rarest of situations. Hanford graduates are often offered the highest paying jobs in the market because of their skills.Sometime during the winter break, between fall and spring semester, Jim’s dorm room was broken into. The intruders took a few valuable items, including a clock radio, some books purchased for the spring semester, and his computer disks. One of the disks contained all the records (investigative information, minutes and decisions) of the SOG. One of the pending cases was due for final hearing and the disk contained all of the investigation information. The case involved a violation of the alcohol code and involved Robert Smith’s roommate Will Scott. Jim began investigating and found that there were only ten residents who had access to the dorm over the winter break. About a month passed, and no information surfaced about any of the missing items, except the SOG computer disk. Though other group members (Billi and Brenda), Jim heard that the disk was in Robert’s possession. Billi and Brenda did not know if Robert was involved in the theft, but they were quite sure he now had the disk. There is a SOG meeting scheduled next Friday and Robert will be attending, as will Billi and Brenda. At that meeting, a ruling will be made regarding Will Scott’s alcohol violation. Jim has spoken to the faculty advisor and has been informed that she will not be able to attend the meeting due to prior commitments out of town. In her absence, Jim has the full authority of the faculty advisor to discuss and make decisions regarding Will’s violation.How could power, influence and empowerment be used together to resolve this case?Chapter 07: Transformational, Cultural, and Symbolic TheoriesDiscussion QuestionsDiscuss your thoughts on the difference between transformational and transactional leadership. Give examples of how each might be important to an organization.What is the difference between a strong and a weak organizational culture? Give specific examples to illustrate the differences. Imagine yourself as the leader of an organization. List 4 or 5 specific actions you will take to be effective as a symbolic leader. ActivityTo better understand the nature of organizational culture, try this exercise. It will take about 2 hours to complete. First, take 1 hour to visit an organization. Without interfering, observe how people interact with one another. Look for heroes or artifacts and note the special symbols/language used. During your observation job down a few notes, but concentrate on observing. When you are finished observing, complete the following chart:ArtifactsSymbols and LanguageHeroesValuesSummarize the culture based on your limited observation.Chapter 08: New Age of LeadershipDiscussion QuestionsWhat is the essence of the industrial view of leadership?What is the essence of the post-industrial view of leadership?Compare a specific post-industrial leader to a specific industrial leader.Describe the important components of Rost’s definition.How is the role of followers different under the post-industrial view of leadership?Case StudyIn the following case study, try to imagine what the people involved are thinking. Also, identify the behaviors that are occurring. Then develop your answers to the questions that follow.Professor Susan Jorgensen had been the motive force behind the newest undergraduate major on the City University campus: Women and Cultural Studies. Dr. Jorgensen was brought in 5 years ago to design, develop, and implement the new major at CU. She was given a nice budget that allowed her to hire three new faculty, operating expenses above the standard for other departments, and a large scholarship fund to help recruit the best and brightest students to the new major. Everything was great until the end of the recent fall semester.During the last week of class, one of the new faculty members, Dr. Kevin Parks, put himself in a difficult situation when he changed the requirements of a course and added an additional final oral examination to be taken individually by each student. Professor Jorgensen had heard rumors that Dr. Parks was known for challenging students in unconventional ways, and sometimes even publicly ridiculing them. Dr. Parks had favorite students in the class, as well as students to whom he did not respond well. He even admitted this in his first tenure hearing.What Professor Jorgensen did not know was that Parks was failing nearly 40% of the class and hoped to use the final exam as a “nail in their coffin” so that they could later be dismissed from the program. The class that Parks taught was a gateway class—students needed passing marks in the class in order to continue in the new major.As she became aware of this situation, Dr. Jorgensen informed the Dean of City University of the issue. The Dean, Dr. Mike Stafford, was quite managerial in his approach to problem solving, and generally said “eight make the faculty work for you, or get rid of them”. On other occasions, he had warned Dr. Jorgensen that if she could not get her faculty to work harder, he would “find another person who could do it better.” Dean Stafford was a retired Marine, and like the programs under his supervision to have strict parameters and clear objectives. This case was no different, except the stakes were higher and the tolerance for Dr. Parks’ antics had grown very slim at the Dean’s level. Dr. Jorgensen’s leadership style, alternatively, was much more participative and open. Susan liked to gather input from the parties involved and make decisions via consensus. She had always sought to improve the department by coaching and collaborating, rather than by controlling and coercing.Considering these factors, please answer the following questions.What are Dr. Jorgensen’s options regarding Dr. Parks and his class? List the possible solutions to the problem.For each solution, provide a brief analysis of whether it is an industrial or post-industrial approach. Explain your choices.Which option(s) would most impress Dean Stafford? Which option(s) might cause Dean Stafford to further question Dr. Jorgensen’s abilities?
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