Art and Science of Leadership, The, 6E Afsaneh Nahavandi Solution Manual by Ace Test Banks

Art and Science of Leadership, The, 6E By Afsaneh Nahavandi

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The Art and Science of Leadership, 6/e Afsaneh Nahavandi

VIDEO GUIDE CHAPTER 1: DEFINITION AND SIGNIFICANCE OF LEADERSHIP Topic: The Impact of Leadership on Employee Motivation; The Impact of Effective Leadership on Organizational Success Learning Objectives: 1. Define leadership and leadership effectiveness. 2. Explain why people need leadership. 3. Discuss the major obstacles to effective leadership. 4. Compare and contrast leadership and management. 5. List the roles and functions of leaders and managers. 6. Summarize the debate over the role and impact of leadership in organizations. Video Title: Kingston Technology - Big Company, Family Environment Link: http://media.pearsoncmg.com/ph/bp/bp_akamai/myiblab/Kingston.html Classroom Application: Instructors will find this video helpful in studying how effective leadership can help companies achieve higher levels of employee satisfaction and get better business results. Synopsis: This video explores how California-based Kingston Technology, the world’s largest independent manufacturer of computer memory products, makes every one of their 1500 employees feel like part of the family. Founded by John Tu and David Sun, Kingston has been on Fortune Magazine’s list of “100 Best Companies to Work For” for the past five years. The company returns 10 percent of its profits to employees every year through a profit-sharing program. Just as important, it fosters mutual trust and respect between employees and management. Senior managers stay in touch with employees at all levels and treat them as equals. For their part, employees report high job satisfaction and develop both personal and professional connections with their colleagues, boosting morale and motivation. Discussion Questions: 1. John Tu, one of the founders of Kingston Technology, believes that building a relationship of respect and trust with employees is crucial to achieving business success. Identify the management practices at Kingston that help in achieving this goal.

Answer: John Tu and David Sun have instituted several measures that help Kingston Technology to build a relationship of trust and respect with its employees. The company practices open communication at all levels and employees feel that they can walk up to anyone in the organization and discuss their ideas. John Tu believes that locating his and David Sun’s offices right in the center of the building sends a message of approachability and equality. The company’s policy of openly sharing its profits with all employees also makes employees feel that they are all part of a family. Also, Tu points out that Kingston’s employees know exactly what the management will do in a given situation, motivating them to stay with the company through good times and bad times. Employee perception that the company is fair in its dealings with them is also likely to be a source of trust and motivation. 2. Do you agree with Kingston’s policy of giving new employees profit-sharing bonuses even when they join the company just one week before profits are distributed? Support your position. Answer: Students who agree may say that this policy is an excellent motivational tool and shows new employees that the company backs up its words with actions. Those who disagree may say that long-time employees might resent sharing profits with employees who did not contribute to the company’s performance during the previous profit-sharing period. Ask students to put themselves in the place of a new and an existing employee when debating this policy, so they can consider the issue from both sides. 3. Kingston Technology has been listed among Fortune Magazine’s Top 100 best companies to work for. How has the company been able to maintain above average levels of employee motivation and job satisfaction? Answer: In order to maximize employee motivation and job satisfaction, John Tu and David Sun utilize different management styles and offer a range of rewards to suit the needs of different employees. The generous profit sharing appeals to those who value money. The fair and open culture in the company motivates others who value the social aspects at work. Tu believes that morale is created because the company tries to create room for employees to grow and be the best they can be. One employee talks about how the fact that he can go and talk to anyone in the company and be treated as an equal motivates him. He also appreciates the speed with which work gets done in the absence of the need to work through a political system. Another employee talks about how the personal and professional connections she has with her colleagues motivate her to do her best. Finally, as Tu points out, motivation comes from how employees feel everyday when they walk into the company—like they are part of a family. 4. Would you characterize John Tu and David Sun as leaders or managers? Explain your answer. Answer: John Tu and David Sun are leaders because they demonstrate attitudes that allow them to energize their followers. Managers, on the other hand, simply take care of the mundane and routine details. As leaders, Tu and Sun work to create change by initiating goals and strategies to create a culture based on shared values. Their open communication .

style is one of the ways in which they do this. Tu and Sun try to establish an emotional link with their employees by taking every opportunity to make them feel like part of the family. By using their personal power to build a relationship of trust and respect, they create satisfied employees who do their best to help the company achieve its goals. Quiz: 1. Which of the following management practices at Kingston Technology best reflects the leadership style that Sally Helgesen calls “the web”? a. returning 10 percent of profits to employees every year b. locating executive offices in the center of the building c. conducting regular employee surveys d. giving employees space to grow and do their best Answer: c Explanation: Helgesen’s web is compared to a circle with the manager in the center and interconnected to all other parts of the department or organization. This view differs sharply from the traditional pyramid structure common in many organizations. 2. Organizations often come to mirror their founders’ personalities. Going by this assumption, John Tu and David Sun are likely to be ________. a. authoritarian b. control oriented c. participative d. task oriented Answer: b Explanation: Leaders, particularly founders, leave an almost-indelible mark on the assumptions that are passed down from one generation to the next. In fact, organizations often come to mirror their founders’ personalities. The decentralized and open structure at Kingston indicates that its founders are participative and team oriented. 3. When Kingston Technology was sold to Softbank in 1994, John Tu and David Sun made one of the largest employee gifts in U.S. history. What was the amount of the gift? a. $1.25 billion b. $ 1.25 million c. $100 million d. $10 million Answer: c Explanation: Tu and Sun made a gift of $100 million to employees when they sold Kingston Technology to Softbank in 1994. 4. From the information available in the video, which of the following is NOT one of the ways that Kingston builds trust and respect with employees? .

a. following a clear chain of command when communicating across levels b. open profit sharing c. following a combination of management styles and employee rewards d. maintaining a psychological contract with employees Answer: a Explanation: Employees featured in the video talk about how much they appreciate the open communication style at Kingston which allows them to talk directly with any manager at any level without having to work through a political structure. This indicates that the chain of command is not strictly followed in the company for communicating across levels. 5. Of the following functions of a leader in shaping organization culture, which function does this video NOT talk about? a. role modeling b. reward system c. hiring decision d. strategy and structure Answer: c Explanation: The video talks about how the leaders’ behaviors serve as role models for the entire company. It also mentions the open structure in the company and its strategy of boosting employee trust and motivation to achieve organizational success. The reward system of the company that emphasizes both extrinsic and intrinsic rewards is also highlighted in the video. However, the video makes no mention of the hiring decisions at Kingston Technology.

CHAPTER 1: DEFINITION AND SIGNIFICANCE OF LEADERSHIP Topic: The Impact of Demographic Changes in the Labor Force on Leadership Learning Objectives: 1. Define leadership and leadership effectiveness. 2. Explain why people need leadership. 3. Discuss the major obstacles to effective leadership. 4. Compare and contrast leadership and management. 5. List the roles and functions of leaders and managers. 6. Summarize the debate over the role and impact of leadership in organizations. Video Title: ABC News Women, Seniors: We Can Do It Link: http://abcnews.go.com/video/playerIndex?id=8486126 Classroom Application: Instructors will find this video helpful in studying how the changing demographics of the workforce will impact the practice of leadership. Providing students with such knowledge can help them to appreciate and better understand how having more women and seniors in the workforce and in leadership roles will affect organizations and leaders. Synopsis: This video highlights the historic changes happening in the composition of the U.S. workforce. The new face of the American workforce is reflected in Marion Scott, a woman and a senior. Older workers are now the fastest growing sector of the labor force, contributing to nearly 93 percent of growth from 2006-2016. While the majority of older workers stay on the job because they want to, about 38 percent admit that they are delaying their retirement because of the recession. For the same reasons, women are also now working in nearly the same numbers as men, making up nearly half the workforce. Discussion Questions: 1. Why do managers need to be aware of the changes taking place in the workforce? Answer: The changing labor force is one of today’s most important management challenges. Managers need to be aware of these changes because of the impact they will have on their own internal labor force. Managers must learn how to successfully operate businesses with increasingly diverse employees. Diversity has many benefits, but can also represent a great challenge. The growing numbers of female and older employees is considered the most significant demographic event. All the functions of management, from planning, organizing, controlling, and leading, will be impacted by this change. In order to be effective, managers will now have to consider the needs and motivations of significantly different groups of workers. Many leadership models will likely undergo change, as will organizational structures.

2. What are some of the reasons discussed in the video for this shift toward an increasingly older and increasingly female workforce? Can you think of any other reasons for these changes? Answer: Longevity is an important reason for the increase in the number of older workers, with older workers saying that they are working because they enjoy it. However, there are economic reasons too. The recent recession has impacted the savings of many older workers forcing them the delay their retirement. The recession has also spurred more women to work, presumably for the extra income and security that comes with a second job in the family. Other factors that have caused these changes could include the fact that the average age in the U.S. is on the rise, signaling an increasingly older population. Changing marital and living arrangements could also be driving the change, with more single women and single mothers participating in the labor force. The shift toward high-skilled jobs also allows seniors to stay on their jobs longer. Access to healthcare benefits could also be an economic reason that seniors continue to work. 3. Judging by Sally Helgesen’s observations about female managers, how is the entry of an increasing number of women into the workforce and into leadership positions likely to change the way organizations are managed? Answer: Helgesen’s findings of female managers suggested that women managers work at a calm, steady pace with frequent breaks. They do not consider unscheduled events to be interruptions; they instead view them as a normal part of their work. They work at a number of non–work-related activities and cultivate multifaceted identities and, therefore, do not feel isolated. They find themselves with time to read and reflect on the big picture. Additionally, female executives schedule time to share information with their colleagues and subordinates. Helgesen suggests a different female leadership style, which she calls “the web.” This style can be compared to a circle with the manager in the center and interconnected to all other parts of the department or organization. This view differs sharply from the traditional pyramid structure common in many organizations. Therefore, an increasingly female workforce and leadership may see a change in leadership roles and functions. Facilitation and participation skills may be emphasized over initiation-of-structure skills. Employee empowerment and flat organizations are likely to be the trends in the future. Student answers may vary. 4. Is this shift toward an increasingly older and female workforce good for businesses? Why/ why not? Answer: Student answers may support either position or offer a balanced perspective. This demographic shift is likely to impact businesses in both positive and negative ways. It will ensure that a wider range of skill-sets, experiences, and perspectives are harnessed to address the increasing complexity of modern businesses. It also increases the pool of workers available to businesses. Female dominated sectors like education and healthcare, in particular, will find it easier to fill their positions. However, increasing diversity can cause present challenges too. A lot of managers may find themselves managing people from different generations and genders. Teams where diversity is very high may encounter .

conflicts. Plus, businesses may have to take on additional costs when catering to the different needs and expectations of different groups. Quiz: 1. Today, about ________ of the workforce consists of women. a. one-third b. half c. one-tenth d. two-thirds Answer: b Explanation: Today women work in nearly equal numbers as men. The proportion of women in the workforce stood at one-third in 1964, and now stands at nearly half. 2. Most older workers say that they are continuing to work because ________. a. their savings were hit by the recession b. they need the money to sustain their lifestyles c. they need healthcare benefits d. they love working Answer: d Explanation: Most older workers say that they are staying on in their jobs because they love working. However, 38 percent say that they are delaying retirement because of recession. 3. Which of the following groups constitutes the fastest growing sector in the labor force? a. Hispanic workers b. Asian workers c. older workers d. women workers Answer: c Explanation: Older workers are the fastest growing sector in the workforce. The government estimates that over 93 percent of the growth in the labor force from 2006-2016 will be 55 and older. 4. As more and more women enter the workforce, it is likely that women will also increasingly assume leadership roles in organizations. Based on Sally Helgesen’s observations on female executives, which of the following is likely to be true about the leadership behaviors exhibited by these women managers? a. They would prefer a hierarchical, pyramid-style organizational structure. b. They would work at an unrelenting pace with few non-work-related activities. c. They would manage their organizations by being in the center of a “web” of connections. d. They would find their identities tied to their work and would have little time to plan, think, and reflect. .

Answer: c Explanation: Helgesen suggests that a different female leadership style exists, which she calls “the web.” Helgesen’s web is compared to a circle with the manager in the center and interconnected to all other parts of the department or organization. Her female managers also were part of a complex network and preferred face-to-face communication, much like male managers. However, unlike their male counterparts, women managers reported working at a calm, steady pace with frequent breaks. They did not consider unscheduled events to be interruptions; they instead viewed them as a normal part of their work. All of them reported working at a number of non–work-related activities. They found themselves with time to read and reflect on the big picture. 5. The government estimates that about ________ percent of the growth in the labor force from 2006- 2016 will be 55 and over. a. 45 b. 25 c. 65 d. 93 Answer: d Explanation: Older workers are the fastest growing sector in the workforce. The government estimates that over 93 percent of the growth in the labor force from 2006-2016 will be 55 and older.

CHAPTER 2: THE GLOBAL AND CULTURAL CONTEXTS Topic: The Challenges of Leading in a Global Business Environment; Leading an International Organization Learning Objectives: 1. Understand the role culture can play in leadership. 2. Describe the three levels of culture. 3. Discuss the models of national culture. 4. Identify the impact of gender on leadership. 5. Address how organizations and leader can develop a cultural mindset. Video Title: Part I: Global Business at KPMG Link:http://media.pearsoncmg.com/ph/bp/bp_akamai/robbins/KPMG_Global_Business.html Classroom Application: Instructors will find this video helpful in studying the challenges of leading an international organization in today’s global business environment. Synopsis: Having a global mindset is considered an asset at KPMG. According to Aidan Walsh, Head of Global Mobility, international knowledge is a requirement for KPMG to meet the needs of clients that are moving to foreign markets. To encourage its employees to develop a global mindset, KPMG offers managers the opportunity to participate in rotation programs where managers from one location spend anywhere from three months to five years working in a foreign location. KPMG, which is actually comprised of a number of firms located in numerous countries around the world, wants as many of its employees to take advantage of the program as possible. KPMG believes that offering this type of program is a win-win situation for the firm and its employees. The firm gains the benefits of having employees with a better skill set, and the employees gain valuable knowledge that can help advance their careers. For example, Christy Loebach, a manager in the Economic Evaluation Services group, spent three months working in Munich, and is planning to apply for a longer foreign assignment in the future. Recently, KPMG extended the opportunity to participate in the rotation program to its interns. According to Walsh, doing so has given the company a significant recruiting advantage. Walsh believes that having such a program and actually following through with it allows the company to recruit and retain the best interns. Discussion Questions: 1. Why is KPMG so insistent that its managers have exposure to cultures and business environments in other countries? Answer: KPMG International, which is actually comprised of numerous smaller firms located in different countries around the world, must be prepared to operate in a global business environment. Aidan Walsh, Head of Global Mobility, notes that the company must be prepared to meet its clients’ needs whatever they may be. So, if a client is moving to another market, KPMG must have the knowledge necessary to assist the client in that move. To build that knowledge base, KPMG is encouraging its employees to participate in global .

management rotation programs in which employees spend a period of time working in other markets gaining cultural, business, and professional skills. 2. KPMG has initiated global management rotation programs and intern training programs overseas. What does KPMG gain from these programs? Answer: Aidan Walsh, Head of Global Mobility at KPMG, notes that, as opposed to the situation a few years ago, most employees today are very interested in opportunities to live and work abroad. The management rotation programs at KPMG motivate employees by offering them opportunities to spend a period of time working in another country. The goal of the program is to allow participants to gain cultural, business, language, and even professional skills in other countries that they can then use when assisting clients that are moving to other countries or that have operations in other markets. Having employees with a broader knowledge base should then translate into higher profits for the firm. Such programs also allow KPMG to attract good talent by offering them, as Walsh puts it, an unrivalled experience abroad. 3. Aidan Walsh describes his biggest cultural faux pas as the instance when he greeted a Pakistani colleague’s wife in the European fashion. What steps would have helped Walsh to prevent the occurrence of such a gaffe? Answer: Understanding and handling cultural differences effectively are key to organizational effectiveness in increasingly global organizations. Researchers have developed several models for understanding national cultures. Studying these models with particular reference to one’s own culture and to the cultures one will be interacting with— Pakistani culture in this case—will help executives communicate effectively and avoid potentially costly gaffes. For instance, Aidan would recognize from Hall’s model that Pakistani culture is a relatively high-context one where nonverbal cues (such as the appropriate greeting) and situational factors are critical to communication. Plus, Harry Triandis’ work would suggest that Pakistan is a tight culture where behavior is strictly circumscribed. This would have alerted Aidan to the importance of learning more about the appropriate etiquette in the country and prevented the faux pas from occurring. 5. Participants in the rotation program at KPMG spend anywhere from three months to five years on foreign assignments. What length of assignment is ideal? Why? Answer: Participants in KPMG’s global rotation program can spend anywhere from two or three months abroad to three or even five years. Aidan Walsh, head of Global Mobility, believes that ideally, participants in the program will spend at least eighteen months abroad. He feels that this is the minimum amount of time to really absorb cultural differences, business differences, and professional differences. At the same time, he notes that KPMG tries to put an upper limit on rotations of five years because participants in longer rotations tend to lose touch with their home country, home firm, and their profession and regulations in the home country.

Quiz: 1. When speaking about differences in the business environments in the U.S. and Europe, Aidan Walsh says that while managers in the U.S. have a substantial amount of freedom in hiring and firing employees, their counterparts in Europe can’t do that easily. This indicates that ________. a. U.S. culture has a higher humane orientation b. U.S. is a family culture, as defined by Trompenaar c. European culture is higher in masculinity d. European culture is less performance oriented Answer: d Explanation: The Globe dimension of performance orientation indicates the degree to which a culture values and encourages performance and excellence. The fact that companies in Europe cannot link business decisions like firing employees purely to employee or organizational performance suggests that it is less performance oriented than the U.S. 2. Aidan Walsh talks about how intellectual capital is not as tightly regulated in China as it is in the U.S. Which of the following offers the best explanation for this phenomenon? a. China is a high context culture b. China is a masculine culture c. the U.S. has low power distance d. the U.S. is high in humane orientation Answer: a Explanation: High-context cultures rely heavily on the context, including nonverbal cues and situational factors, to communicate with others and understand the world around them. In low context cultures, on the other hand, what is said or written is more important. Consequently, low context cultures tend to respect contracts and the written word more than high context cultures where the emphasis is on building relationships. 3. According to Aidan Walsh, employees should stay overseas for a maximum period of ________. a. 18 months b. three years c. five years d. ten years Answer: c Explanation: Aidan Walsh says that employees should stay overseas for a maximum of five years. After that period, they are likely to get out of touch with the home country, the home firm, and the regulations and changes in their professions at home. 4. Which of the following is a reason cited by Aidan Walsh for recommending a maximum period for overseas stays? .

a. because other employees should also be allowed the opportunity to stay overseas b. because expatriates tend to get out of touch with the home country after that period c. because expatriates are more likely to move to another company at the end of that period d. because expatriates are likely to be less effective as time goes by Answer: b Explanation: Aidan Walsh says that employees should stay overseas for a maximum of five years because, after that period, they are likely to get out of touch with the home country, the home firm, and the regulations and changes in their professions at home. 5. Aidan Walsh makes frequent mention of the culture in China or the culture in the U.S. What level of culture do these constitute? a. first b. second c. third d. fourth Answer: a Explanation: Culture exists at three levels. The first is national culture, defined as a set of values and beliefs shared by people within a nation. Second, in addition to an overall national culture, different ethnic and other cultural groups that live within a nation might share a culture. The third level of culture is organizational culture.

CHAPTER 2: THE GLOBAL AND CULTURAL CONTEXTS Topic: Encouraging Diversity in the Workplace; Recruiting and Retaining a Diverse Workforce Learning Objectives: 1. Understand the role culture can play in leadership. 2. Describe the three levels of culture. 3. Discuss the models of national culture. 4. Identify the impact of gender on leadership. 5. Address how organizations and leader can develop a cultural mindset. Video Title: Part II: Diversity at KPMG Link:http://media.pearsoncmg.com/ph/bp/bp_akamai/robbins/KPMG_Diversity.html Classroom Application: Instructors will find this video helpful in studying how organizations and leaders can manage cultural diversity and in identifying the efforts that can make a difference. Providing students with such knowledge can help them to appreciate and better understand the issues surrounding organizational diversity. Synopsis: This video explores how KPMG encourages and manages diversity in the workplace. It features representatives from various minority groups talking about the company’s efforts to reinforce the message that diversity is important to the organization. Kathy Hannan, Chair of the organization’s Women’s Advisory Board, and Co-Chair of the Diversity Advisory Board, describes how the company tries to understand her dual challenges of being a woman and an American Indian, and factors them into development and training programs. Nigel Franklyn, a member of the African American Network at KPMG stresses that providing role models and mentoring to minorities is important since many of them lack a road map to navigate corporate America. Manny Fernandez, campus recruiter and member of the Latino network, says that while diversity alone should not be an objective in hiring, it is important to expand the overall pool of candidates to include more diversity. Kristen Johnson, CoChair of the NY Metropolitan GLBT Network, echoes the thoughts of her colleagues when she says that minority networks provide an important forum for networking with minorities within and outside the organization. Hannan wraps up by saying that she is proud of the success the company’s achieved so far, and expresses hope that a time will come when minority networks will no longer be needed. Discussion Questions: 1. Ensuring that its workforce is diverse is a central component of KPMG’s current strategy. Explain how KPMG is working to achieve its goal. What changes has the company implemented to ensure that it is attracting a more diverse workforce? Answer: KPMG is taking its quest to develop a more diverse workforce seriously. The company has made several changes to its recruiting process with the hopes of attracting qualified women and minorities. Manny Fernandez, campus recruiter and member of .

KPMG’s Latino network, says that KPMG now has additional resources to help with recruiting including diversity recruiters. The company is also making an attempt to identify and woo qualified candidates much earlier in the process by identifying colleges and universities that attract a more diverse student body and through programs like the Future Diversity Leadership Program that allow sophomore and junior students to participate. KPMG hopes that participants in the program will later return to KPMG as full-time employees. 2. Diversity in the workforce is a priority for many firms. However, it can be argued that simply hiring women and minorities is not enough. What is the difference between having a diverse workforce and having a diverse workplace? Answer: While many people may commend KPMG on its efforts to attract and retain a more diverse workforce, some might argue that such efforts are only a first step in creating a more diverse workplace. Students will probably recognize that simply having people of different race, ethnic backgrounds, sexual preferences, and gender working in the same office is not the same has having an environment where the differences between those individuals are embraced. Inclusion is a key to a more diverse workplace. Nigel Franklyn, a member of KPMG’s African American Network, points out that each individual brings differences to the table, and that if these differences are embraced, the sum of these differences should add up to more than the parts. Similarly, Kathy Hannan, a member of both the Women’s Advisory Board and the Diversity Advisory Board believes that a more dynamic organization will ultimately be more successful. Kristen Johnson, Co-Chair of the NY Metropolitan Gay Lesbian Bisexual Transgender Network, goes one step further by saying that she welcomes straight people to her network in an effort to encourage greater acceptance and understanding of the differences between people. 3. Recruiting a diverse workforce is just the first step in creating a more diverse organization. How is KPMG ensuring that it is retaining its women and minorities? Answer: KPMG recognizes that it is not enough to simply attract a more diverse workforce, it is also important to retain a more diversified workforce. In an effort to encourage employees to stay with the company, KPMG has established a system of networks like the GLBT Network, the African American Network and the Latino Network to bring minorities together and allow them to share their concerns, get mentoring and support, and so on. Mentoring is important at KPMG. Nigel Franklyn, a member of the African American network, points out that, like himself, many minorities are breaking new ground and need pointers to navigate the landscape in corporate America. As the first white collar worker in his family, mentoring is important to Franklyn. Kathy Hannan, chair of the women’s advisory board at KPMG, says that her group has established goals on what KPMG should be like from a gender perspective, and what could be done to further the development of women at KPMG. She notes that while turnover used to be high among women at KPMG, particularly among women in senior positions, today, there is a general sense that KPMG is doing a better job of supporting and providing opportunities for women.

4. Many women and minorities at KPMG participate in networks that focus on their specific differences. What is the purpose of the networks? Do you see any drawbacks to using the networks? Answer: Women and minorities can participate in any of the wide range of networks—such as the GLBT Network, the African American Network, and the Latino Network— available at KPMG. As Kathy Hannan and Kristen Johnson point out, these networks are designed to provide a forum where individuals can share their concerns with other people, find support, mentoring, and so on, both within and outside the organization. Many students will probably take a positive view of the networks, noting for example that they offer employees a chance to voice concerns with other people who may have shared similar experiences, gain mentors who have faced similar challenges, and simply be a part of a “family.” Nigel Franklyn points out that many minority employees will need role models and pointers in navigating the corporate landscape since, like him, they are often the first in their community to have white-collar jobs. Minority networks could address this concern. However, some students may wonder if the networks could in fact be counterproductive to KPMG’s bid to embrace differences. Students taking this perspective may suggest that the networks, because they group people by their differences, may actually serve to magnify those differences. 5. KPMG is taking a proactive approach to the issue of diversity. The company has changed the way it recruits employees and implemented programs to encourage employee retention. Should the company be doing anything else? What is ahead for KPMG? Answer: Many students will probably agree that KPMG is already far ahead of many peers in developing and retaining a diversified workforce. The company has already seen turnover among women holding senior positions drop significantly. However, most students will probably agree that there is still much to be done. Kathy Hannan, Chair of the Women’s Advisory Board and Co-Chair of the Diversity Advisory Board, hopes for a day when there is no longer a need for the boards and networks to highlight the needs of women and minorities. Manny Fernandez, a member of the Latino network, agrees. He feels that educating people about perceived differences, or lack thereof, is important. Kristen Johnson, a member of the Gay Lesbian Bisexual Transgender network, agrees. While she claims to be tired of having to educate people, she feels that at least for now, it is her responsibility. Quiz: 1. Kathy Hannan, Chair of the organization’s Women’s Advisory Board, and Co-Chair of the Diversity Advisory Board, talks about how being a woman and being a Native American present different challenges for her at the workplace. What level(s) of culture do these two cultural components fall under, respectively? a. level two and level one b. level three and level one c. both are level two d. both are level one Answer: c .

Explanation: Gender and ethnicity are part of the second level of cultural differences among people. Although these groups share national cultural values, they also develop their unique cultural traits. 2. When we say that the culture at KPMG embraces diversity and celebrates differences, we are referring to the ________ level of culture. a. first b. second c. third d. fourth Answer: c Explanation: The third level of culture is organizational culture—the set of values, norms, and beliefs shared by members of an organization. Given time, all organizations develop a unique culture or character whereby employees share common values and beliefs about work-related issues. 3. Going by Hall’s high-context and low-context cultural framework, which of the following is most likely to be a potential communication problem that Kathy Hannan could face as a Native American leading a team that is predominantly made up of European North Americans? a. She misinterprets her team members’ directness for rudeness or lack of respect. b. She is frustrated by her team members’ focus on developing relationships. c. She is frustrated by her team members’ reliance on nonverbal cues and situational factors to communicate with others. d. She is frustrated by her team members’ lack of clarity in communication. Answer: a Explanation: According to Hall’s high-context and low-context cultural framework, Native Americans are from a high-context culture. Leaders from high-context cultures rely heavily on the context, including nonverbal cues and situational factors, to communicate with others and understand the world around them. They use personal relationships to establish communication. High-context leaders might be offended by their low-context followers’ directness, which they may interpret as rudeness, lack of respect, and a challenge to their authority. 4. From the information available in the video, which of the following is NOT one of the ways that Manny Fernandez identifies to recruit and retain more minorities? a. inspiring more high school students to enter business schools b. considering diversity alone when hiring c. identifying schools with a larger concentration of diverse students d. increasing the pool of overall candidates Answer: b Explanation: According to Manny Fernandez—who apart from being co-chair of the Latino Network is also involved in campus recruitment for KPMG—diversity alone .

should not be a consideration in hiring. The company’s objective should be to increase the pool of overall candidates. 5. Which of the following is a reason cited by Nigel Franklyn for recommending mentorship programs for first year minority recruits in the company? a. Many minority members are not as well-educated as their white peers. b. Minority members are not likely to receive fair treatment from leaders from a different community. c. Many minority members lack a roadmap for success in the corporate world. d. Minority members should be given special privileges. Answer: c Explanation: Nigel Franklyn, a member of the African American Network at KPMG stresses that providing role models and mentoring to minorities is important since many of them are among the first in their communities to enter the workplace and may lack a road map to navigate corporate America.

CHAPTER 3: EARLY THEORIES: THE FOUNDATIONS OF MODERN LEADERSHIP Topic: Evaluating the Implications of Early Leadership Theories in Today’s Business Environment Learning Objectives: 1. Identify the three major eras in the study of leadership and their contributions to modern leadership. 2. Explain the methods, results, shortcomings, and contributions of the trait and behavior approaches to leadership and identify their impact on current approaches. 3. Present the principles of a contingency approach to leadership. 4. Discuss the most significant early theories of leadership and their implications for current theory and practice of leadership. Video Title: SAS Institute Link: http://media.pearsoncmg.com/ph/bp/bp_akamai/robbins/SAS.html Classroom Application: Instructors will find this video helpful in studying how early leadership models apply to modern organizations. Providing students with such knowledge can help them to evaluate the validity of various early leadership theories in today’s business environment. Synopsis: Headquartered just outside Raleigh, North Carolina, SAS Institute Inc. is the world’s largest privately owned maker of statistical analysis software. The video describes how SAS ensures that its employees are in touch with their whole selves. Its campus has private offices for every employee, state of the art technology, recreational and fitness facilities, onsite and near-site childcare facility, subsidized cafeterias, and unlimited M&M’s every Wednesday. All this is in addition to good healthcare plans, unlimited sick leave, and 35hour work-weeks. In return, employees are expected to behave responsibly and give their best to the company. According to Chairman, President, CEO and co-founder Jim Goodnight, this is part of a strategy based on his vision of a workplace that encourages creativity in a stress-free environment. David Russo of Human Resources says that the company’s hierarchy is very flat and people move in and out of management routinely. Managers largely function as leaders who serve their teams. Productivity and creativity are maximized in this environment of mutual trust and camaraderie. Discussion Questions: 1. From the statements of David Russo and Jim Goodnight, it is evident that SAS is focused on giving employees a relaxed atmosphere and in ensuring high-productivity, high-quality work, loyalty and cohesiveness among its employees. Which of the leadership styles identified by Lewin and his associates would best help SAS achieve these goals, and why? Answer: The early work of Lewin and his associates focused on democratic, autocratic, and laissez-faire leadership. Democratic leaders were defined as those who consult their followers and allow them to participate in decision making, autocratic leaders as those who .

make decisions alone, and laissez-faire leaders as those who provide no direction and do not become involved with their followers. Of these styles, it is believed that groups led by democratic leaders are likely to be relaxed and become cohesive. On the other hand, laissezfaire leadership leads to frustrated and disorganized groups that, in turn, produce low-quality work. Autocratic leadership causes followers to become submissive. 2. Several trend-setting companies today favor open work arrangements to facilitate open communication and collaboration. However, SAS Institute believes in providing private offices for all its employees. Do you agree with its strategy? Why/ why not? Answer: Student answers may vary. However, the video indicates that the highly complex and creative work that is carried out in SAS requires a quiet environment that is free of interruptions. Also, through its recreational facilities, cafeteria, and other facilities, the company seems to provide several opportunities outside of work for socialization. SAS’s strategy is borne out by the higher productivity of its employees. 3. According to David Russo, Human Resources, “Jim’s idea is that if you hire adults and treat them like adults, then they’ll behave like adults.” Would you agree or disagree with this statement? Support your chosen position. Answer: Students may agree that generally the higher your expectations of people, the greater the likelihood that they will live up to them. When people are accorded respect, they feel good about making an effort for the company in return. Students who disagree with the statement may argue that employees could easily be tempted to take advantage of the “relaxed” atmosphere. 4. What are the implications of the flat organizational structure at SAS? Can you think of any instances in which a more vertical management structure might be useful at SAS? Explain your answer. Answer: The flat structure at SAS results in less filtering in the news that reaches top management. It also allows the company to focus on product development rather than on managing people. This kind of structure is also conducive to creativity and increases productivity by reducing the number of levels that need to be worked through. However, as the company grows larger and more globalized, it may find the need to adopt a more bureaucratic structure with narrower spans of control. Plus, as the co-founders grow older, they may want to set up a more vertical hierarchy to ensure effective control. Students will have a variety of ideas. Quiz: 1. David Russo describes the ideal manager at SAS as someone who is confident of his technical expertise, considerate and supportive, someone who simply removes obstacles for his team and largely stays out of the way. According to Fiedler’s Contingency Model, which of the following combinations of factors would best support the emergence of the above leadership style? a. high-LPC leader in high situational control .

b. low-LPC leader in high situational control c. low-LPC leader in moderate situational control d. high-LPC leader in low situational control Answer: b Explanation: According to Fiedler’s Contingency Model, a low-LPC leader in high situational control is likely to be a confident, considerate and supportive leader who removes obstacles and stays out of the way. 2. David Russo says that the role of leaders in SAS is primarily to remove obstacles for their teams. This perspective is most consistent with the ________. a. Substitutes for Leadership Model b. Leader-Member Exchange Model c. Normative Decision Model d. Path-Goal Theory of Leadership Answer: d Explanation: The Path-Goal Theory of leadership, developed in the early 1970s, proposes that the leader’s role is to clear the paths subordinates use to accomplish goals. By doing so, leaders allow subordinates to fulfill their needs, and as a result, leaders reach their own goals as well. 3. SAS Institute provides private offices to all its employees. Which of the following is a reason stated for this policy? a. Most SAS employees are senior-level employees who expect private offices. b. It helps employees develop a sense of ownership of their space. c. Private offices allow for better monitoring and control. d. Private offices are less expensive than open working spaces. Answer: b Explanation: Private offices allow employees to work without interruptions and help them to develop a sense of ownership as it allows them to decorate and light their spaces according to their personal preferences. 4. SAS has a very flat organizational structure. Which of the following is a reason stated for this strategy? a. It gives top management a more filtered account of what is going on in the company. b. It allows Jim Goodnight, the CEO, to narrow his span of control. c. It frees personnel from the task of managing subordinates and focus on product development instead. d. It allows for better monitoring and control of its staff. Answer: c

Explanation: The flat hierarchy at SAS results in less filtering of what is going on in the company. It also means that less people are involved with management of people and more people are involved in product management. 5. SAS has a very flat hierarchy with few managers. From David Russo and Jim Goodnight’s statements, it appears that the employees as SAS work effectively with relatively less direction and control. This indicates that various aspects of the work environment provide enough resources and support to allow subordinates to achieve their goals without having to refer to their leader, often even replacing a leader. Which leadership model is reflected in this aspect of the leadership style at SAS? a. Substitutes for Leadership Model b. Leader-Member Exchange Model c. Normative Decision Model d. Path-Goal Theory of Leadership Answer: a Explanation: SLM proposes that various organizational, task, and employee characteristics can provide substitutes for the traditional leadership behaviors of consideration and initiation of structure. In general, if information about the task and its requirement is clear and available to the subordinates through various means such as their own experience, their team, or through the organization, they are not likely to need the leader’s structuring behaviors. Similarly, when support and empathy are not needed or are available through other sources such as coworkers, the subordinates will not seek the leader’s consideration behaviors.

CHAPTER 4: INDIVIDUAL DIFFERENCES AND TRAITS Topic: Examining the Role of Heredity in Leadership Style and Behaviors Learning Objectives: 1. Explain the role of individual difference characteristics in leadership. 2. Describe the difference between the past and current approaches to leadership traits. 3. Discuss the role demographic characteristics play in leadership. 4. Identify the impact of values on leadership. 5. Present the relationship between emotional intelligence and leadership. 6. Highlight the role of the “Big Five” and other personality traits that are relevant in leadership. 7. Understand cross-cultural differences in individual difference characteristics. Video Title: Dilley’s Six Pack Link:http://windowsmedia.pearsoncmg.com/ph/bp/bp_video_library/robbins/ob12/Dilley_Si x_Pack_T1.wvx Classroom Application: Instructors will find this video helpful in studying the impact of heredity on leadership styles and behaviors. Providing students with such knowledge can help them to understand how innate leadership abilities can be enhanced through learned behavior. Synopsis: In the nurture vs. nature debate, the notion of personality is often aligned with the nurture side of the equation. Meet the sextuplets of Becki and Keith Dilley and it becomes apparent that personality has a genetic component and is a force all its own. Even though they were all brought up in the same environment, each of the six children has a very distinct personality and needs to be dealt with differently. Discussion Questions: 1. The video implies that because the environment the sextuplets are growing up in is the same, the differences in their personalities can be attributed largely to nature, or to their individual genetic makeup. Can you think of any other factors that may be contributing to the differences in their personalities? Answer: Students can offer a number of ideas in this answer. It is often said that no two children have the same parents. This means that parents often treat siblings differently for a variety of reasons, including the children’s individual personalities, physical attributes, gender, and so on. This is evident in how Keith and Becki Dilley speak of how having always attended to Julian’s needs first because of his difficult birth could possibly have contributed to making him impatient and short-tempered. Also, stereotyping kids as “naughty” or “nurturing” could act as self-fulfilling prophecies that determine a child’s behavior. Gender roles observed by children in the family can also impact the development of personalities. Such early-childhood experiences could be shaping the children’s personalities. .

2. Claire Dilley has been described in the video as the one usually in charge, the leader of the kids. She has been characterized as a Type-A personality—an overachiever in sports and in school. While Claire is showing all the signs of being a natural leader, how can her personality also undermine her effectiveness as a leader? Answer: Just as some traits are necessary for leadership, they can be detrimental when carried to an extreme. Leaders with too much drive might refuse to delegate tasks, and a desire for too much power can work against their effectiveness. Leaders with a high need for achievement and control can be aggressive and demanding and end up alienating their followers. Their high degree of self-confidence can blind them to other perspectives and lead to poor decisions. 3. Brenna wants to be “a mom and a boss.” Will her sweet, nurturing personality help her become a good boss? Why/ why not? Answer: Brenna’s apparent ability to relate interpersonally with others and to feel empathy for them points to a high emotional intelligence (EI). Some studies show that EI is essential for effective leadership and is related positively to attitude toward change. Others have focused on the role empathy plays in leadership, suggesting that it is a good predictor of leadership emergence in teams and the development of positive group norms. Although it may be obvious that the leader’s ability to understand followers is a component of relationship-orientation and consideration behaviors, empathy also plays a role in the leader’s task-orientated behaviors. Specifically, leaders who show empathy are better able to guide their followers around challenging tasks because they can recognize patterns and coordinate group activities. Quiz: 1. Claire Dilley is described by her mother as a Type-A personality. Which of the following is one of the work-related behaviors she is likely to exhibit as an adult? a. good delegation b. likes to be part of a team c. hard working d. experiences less stress Answer: c Explanation: Type A individuals show a high need for control, which manifests itself in work-related behavior that include being hard working, exhibiting poor delegation, liking to work alone, jumping into action, setting high goals, and experiencing more stress. 2. Why does the family refer to Julian Dilley as “Dramatic Dilley?” a. because he loves dancing and performing b. because he is artistic and observant c. because he is naughty d. because he has a temper and is impatient .

Answer: d Explanation: Julian is referred to as “Dramatic Dilley” because he has a temper and is impatient. 3. Brenna Dilley is described as someone who likes people and wants to take care of them. She is characterized as sweet and nurturing. From this information, Brenna can be said to be ________. a. high in agreeableness b. high in conscientiousness c. introverted d. a Type-A personality Answer: a Explanation: The Big Five personality dimension indicates the degree to which a person is courteous, likable, good-natured, and flexible—qualities indicated in her family’s description of Brenna. 4. Ian Dilley, described as an artist and a showman, seems to be a creative thinker. Which of the following characteristics is he likely to show if he were to grow up to be a creative leader? a. a lack of perseverance b. willingness to take extreme risks c. tolerance for lack of structure d. ambivalence about the correctness of their ideas Answer: c Explanation: Creative leaders typically share four characteristics: perseverance in the face of obstacles and self-confidence, willingness to take risks, willingness to grow and openness to new experiences, and tolerance of ambiguity and lack of structure. 5. This video makes a point about how nature influences the development of the personalities of children. In this context, “nature,” or heredity, includes all of the following EXCEPT: a. genes. b. religion. c. gender. d. ethnicity. Answer: b Explanation: Heredity consists of an individual’s gene pool, gender, race, and ethnic background, and it creates an early, and some suggest indelible, influence on personality.

CHAPTER 5: INDIVIDUAL DIFFERENCES AND TRAITS Topic: Examining the Role of Heredity in Leadership Style and Behaviors Learning Objectives: 1. Explain the role of individual difference characteristics in leadership. 2. Describe the difference between the past and current approaches to leadership traits. 3. Discuss the role demographic characteristics play in leadership. 4. Identify the impact of values on leadership. 5. Present the relationship between emotional intelligence and leadership. 6. Highlight the role of the “Big Five” and other personality traits that are relevant in leadership. 7. Understand cross-cultural differences in individual difference characteristics. Video Title: Big Bucks for CEOs Link:http://windowsmedia.pearsoncmg.com/ph/bp/bp_video_library/robbins/ob12/Dilley_Si x_Pack_T1.wvx Learning Objectives: The purpose of this video is to help you: 1. Discuss compensation issues at the top of the organization 2. Consider how pay for performance works 3. Debate the pros and cons of huge salaries for CEOs Synopsis: This segment looks at the pay packages of corporate CEOs. When the company is doing well, top management is paid well. But what about the company founders? May CEOs continue to make big bucks and some are even paid huge sums to leave the company. This is a legal practice, often written into the CEO’s contract from the beginning. Discussion Questions: 1. The video seems to support pay-for-performance systems (or incentive systems). What are the challenges with pay for performance? Answer: The main problems with pay for performance include the "do only what you get paid for" syndrome, negative effects on the spirit of cooperation, lack of control, difficulties in measuring performance, psychological contracts, the credibility gap, job dissatisfaction and stress, and potential reduction of intrinsic drives. 2. Why do CEOs get such large payoffs when leaving foundering organizations when other workers only get a few weeks severance pay, if anything? Answer: Executives are normally treated very differently than most other types of workers. Because pay incentives are an important component of executives’ total compensation, the seemingly outrageous amounts that are paid out reflect not only base salary but all the other .

elements of executive compensation including bonus, perks, short term incentives and long term incentives. 3. Should there be a law against paying CEOs big money when companies are foundering? Answer: Student answers will vary. Some may support the payoff of CEOs recognizing that the money is often just a small amount for the organization to pay. Others may express outrage that CEOs walk away with millions while workers lose their jobs. If students support a law, ask them to begin framing how the law will be applied. 4. Is it ethical to give CEOs and other top executives huge pay packages that are not tied to company performance? Answer: Student answers will vary. Some may use the challenges of a pay-for-performance system to argue that tying performance to pay is too difficult and that many factors (such as the economy) are outside the control of the CEO. Others may argue that the CEO should be able to predict and/or adjust to external and internal factors. 5. If all other factors were equal, would you prefer to work for a company in which the CEO was paid no more than 20 times the lowest paid employee or is the CEO’s pay irrelevant to you? Answer: Student answers will vary. Some may want to consider if they become CEO, what salary they would be willing to accept? 6. Publicly traded companies must make CEO pay public. What are the advantages and disadvantages of open pay? Answer: Open pay has two advantages: 1) reducing pay dissatisfaction by providing open access to compensation information and 2) fostering fairness and greater motivation in climates that nurture employee relations. The main disadvantage to open pay is it forces managers and supervisors to defend their compensation decisions publicly. The cost of making a mistake in a pay decision increases when pay is open. Third, to avoid timeconsuming and nerve-wracking arguments with employees, managers may eliminate pay differences among subordinates despite differences in performance levels. Online Exploration Look at the AFL-CIO’s webpage on CEO Pay: http://www.aflcio.org/corporatewatch/paywatch/pay/index.cfm How much did the average CEO of a Standard & Poor's 500 company earn in 2007? The page states that “directors have awarded compensation packages that go well beyond what is required to attract and retain executives.” Would you agree? What problems not considered in the video does this article discuss?

CHAPTER 6: NEW MODELS FOR LEADERSHIP: NEOCHARISMA, INSPIRATION, AND THE RELATIONSHIP WITH FOLLOWERS Topic: Examining the impact of value-based leadership on organizations Learning Objectives: 1. Describe the various leader, follower, cultural, and situational characteristics that contribute to charismatic leadership. 2. Explain the positive and negative impacts of charismatic leadership on organizations. 3. Distinguish between transactional and transformational leadership. 4. Understand the key role of contingent rewards and the impact of management by exception. 5. Present the elements of transformational leadership and their impact on followers and organizations. 6. Describe the elements of value-based and spiritual leadership. 7. Identify the components of authentic leadership and the impact of this leadership on followers and organizations. 8. Explain the concept of positive leadership and its impact. Video Title: Kinetics U.S.A. Link: http://media.pearsoncmg.com/ph/bp/bp_akamai/robbins/KPMG_Diversity.html Classroom Application: Instructors will find this video helpful in studying the effectiveness of value-based leadership in modern organizations. Providing students with such knowledge can help them to appreciate and better understand the new models of leadership. Synopsis: Founder and CEO David Melnick’s personal blend of honesty and spirituality has made Kinetics U.S.A. the dominant provider of self-service terminals for the airline industry. This small organization of 42 dedicated employees weathered the industry-wide crisis after 9/11 by adhering to Melnick’s management philosophy that combines honesty and prayer. Mr. Melnick believes in “brutal honesty.” All employees are encouraged to speak out on any issues they may have. Mr. Melnick keeps his employees motivated by giving everyone in the company an opportunity to learn a variety of jobs through cross-training and job enrichment programs. Mr. Melnick also uses other motivational tools such as on-site massages and foosball tables. Plus, employees get surprise pay-offs for a job well done, with rewards ranging from surprise days off, vacation packages, and roller coaster rides. Discussion Questions: 1. Which of the following leader behaviors does David Melnik exhibit: transactional or transformational? Explain your answer. Answer: David Melnick can be seen as a transformational leader. In the eyes of his employees, he is charismatic, inspirational, considerate, and stimulating. He clearly displays the following transformational behaviors: he articulates a clear and appealing vision, explains how to attain that vision, acts confident and optimistic, expresses confidence in .

followers, provides opportunities for early successes, celebrates successes, leads by example, and empowers his workers. He motivates and encourages employees be offering them surprise pay-offs for good performance. 2. What are the various motivational tools David Melnick uses at Kinetics U.S.A.? What are some additional “rewards” you would suggest he use in order to keep morale and productivity high during lean economic times? Answer: David Melnick ensures that his employees do not feel like mere cogs in a machine by enriching even the most routine of jobs. Cross-training and job enrichment allows employees to feel like they are touching every aspect of the product and adds significance to their jobs. Kinetics also helps ease the pressure off employees by offering on-site massages and foosball tables. Employee rewards include fun and unconventional pay-offs like surprise days-off, vacations, roller coaster rides. But given the fluctuations inherent today’s economy, it may help the company to offer rewards like recognition and appreciation that cost little but mean a lot to employees. College or in-house educational programs would serve as an excellent reinforcement for job enrichment. 3. Can David Melnick be characterized as an authentic leader? Explain your answer. Answer: The concept of authentic leadership is an extremely complex one ans student answers may vary. Authentic leaders are people who know themselves well and remain true to their values and beliefs. They have strong values and a sense of purpose that guide their decisions and actions. David Melnick demonstrates this by incorporating his closely held personal values of honesty and faith in his business. He practices the values that he preaches, as is evident in his concept of “brutal honesty” and of bringing prayer into the workplace. He attempts to connect with his employees by keeping the lines of communication open and by talking to them about his beliefs and convictions. Melnick seems to show a high degree of self-awareness and the ability to consider multiple perspectives and inputs. He also maintains relational transparency be achieving openness and truthfulness in close relationships. All of these Characteristics 4. What is David Melnick’s credo of “brutal honesty”? Could there be a downside to encouraging this practice? Explain. Answer: Through his credo of “brutal honesty,” David Melnick encourages employees to speak their minds and to bring up any issues they may be facing. According to Melnick, any employee is allowed to call another an “idiot” as long as he can back up his words. While this practice fosters open communication and honesty, it requires employees to use this privilege with care. Also, this credo, though effective in a small, close-knit company like Kinetics, may cause misunderstandings and conflicts when the company grows. Quiz: 1. David Melnick believes in combining honesty and prayer to motivate employees to do their best. Which of the following leadership styles is clearly evident in this practice? a. transactional .

b. charismatic c. transformational d. value-based Answer: d Explanation: Value-based and spiritual leaders develop their relationship with followers based on the values they share. Workplace spirituality—manifested in prayers at Kinetics—recognizes that people often have a meaningful inner life that influences their beliefs and actions. The integrity and honesty of David Melnick is also a component of value-based leadership. 2. What is David Melnick’s philosophy of “brutal honesty”? a. that employees should maintain high ethical standards in all situations b. that the company will open its financial statements to all employees c. that employees can talk freely about any issues they may have d. that the company will be upfront about major organizational changes Answer: c Explanation: David Melnick’s concept of “brutal honesty” encourages employees to talk about any issues they may be facing. According to Melnick, employees have the freedom to call a colleague an idiot as long as they can back up the statement. 3. How does David Melnick ensure that even the most low-skilled employees do not feel like they are mere cogs in a machine? a. by offering cross-training and job enrichment b. by offering everybody shares in the company c. by openly sharing company profits d. by increasing job specialization and simplification Answer: a Explanation: Kinetics offers job enrichment and cross-training to most employees which allows them to learn a range of jobs across the company and allows them to touch almost every aspect of the product. This makes them feel, like one employee put it, like an all-over person. 4. Which of the following events is mentioned in the video as a time of great crisis for the company and the industry in general? a. the September 11, 2001, terrorist attacks b. Hurricane Katrina c. the beginning of the war in Iraq d. the 2007-present financial crisis Answer: a Explanation: Kinectics U.S.A. and the airline industry encountered a crisis in the aftermath of the September 11, 2001, terrorist attacks. David Melnick pulled his .

company through the difficult times by relying on a combination of honesty and faith. 5. Which of the following elements did David Melnick combine in order to pull the company out of the crisis it encountered post 9/11? a. cross-training and job enrichment b. on-site massages and foosball tables c. prayer and honesty d. profit-sharing and pay-cuts Answer: c Explanation: David Melnick used a combination of prayer and honesty to pull Kinetics U.S.A. out of the crisis that hit the company in the wake of the September 11 terrorist attacks.

CHAPTER 6: NEW MODELS FOR LEADERSHIP: NEOCHARISMA, INSPIRATION, AND THE RELATIONSHIP WITH FOLLOWERS Topic: Principles of Inspired Leadership and its Role in Effecting Economic Turnaround Learning Objectives: 1. Describe the various leader, follower, cultural, and situational characteristics that contribute to charismatic leadership. 2. Explain the positive and negative impacts of charismatic leadership on organizations. 3. Distinguish between transactional and transformational leadership. 4. Understand the key role of contingent rewards and the impact of management by exception. 5. Present the elements of transformational leadership and their impact on followers and organizations. 6. Describe the elements of value-based and spiritual leadership. 7. Identify the components of authentic leadership and the impact of this leadership on followers and organizations. 8. Explain the concept of positive leadership and its impact. Video Title: Motivate like a CEO Link: http://abcnews.go.com/video/playerIndex?id=8209974 Classroom Application: Instructors will find this video helpful in studying how effective leadership principles can help organizations motivate and empower employees. Synopsis: In this video, Author Suzanne Bates discusses her new book Motivate like a CEO. Ms. Bates outlines several clear leadership principles which she feels will help turn the economy around, and lead to more successful outcomes. Some of the principles she lists are to discover your own purpose, communicate in a clear way, learn what motivates your people, and recognize the contributions of others. Discussion Questions: 1. What are some of the leadership principles discussed by Suzanne Bates? What roles do these principles play in making a charismatic leader? Answer: Some of the leadership principles discussed by Ms. Bates are: • Discover your own purpose/passion. • Communicate in a clear and powerful way. • Discover what others are thinking. • Recognize the contributions of others. • Energize and empower people. Leaders exhibiting the above principles are truly charismatic as they would lead their teams in identifying their passion, building communication bridges with due recognition of skill sets, and empowerment. Charismatic leaders generally exhibit high energy levels, are truly .

passionate about their ideas and actions, and are highly expressive which percolates to their followers. Their excellent communication skills define and frame the mission of the organization in a way that motivates followers to contribute to the common goal. The charismatic leadership relationship creates the intense emotional bond between leaders and followers. The result is loyalty and trust in, as well as emulation of, the leader. Followers are inspired to implement the leader’s vision, paving the way for undertaking major change by reducing resistance. 2. According to Suzanne Bates, why is it more important than ever for people—executives and out of work people alike—to be in touch with their purpose and passion? Answer: According to Ms. Bates, at times like these with the economy down and the associated stress, it is more important than ever to be in touch with our purpose and passion because of their criticality in leading a happy, healthy, and successful life. People are driven to achieve great results when their passions to a purpose are channelized in making a difference to the world. In the current market scenario, it is more important than ever for people to be in touch with their purpose and passion to ascend to higher levels of leadership in the organization. 3. Discuss the impact of contingent rewards on employees’ morale and their role in inspiring the workforce in the current market conditions. Answer: Through the use of contingent rewards, leaders provide followers with promised rewards when followers fulfill their agreed-upon goals. When well managed, contingent rewards are highly satisfying and beneficial to the leader, the followers, and the organization. Given the current economic scenario, it is more important than ever to praise good work, recognize those who do well, and reward them in simple, inexpensive ways like sending out e-mails when a team does well, sending out an e-mail to the whole team when an individual sets new benchmarks or scales new heights, coming up with regular monthly awards, etc. These are inexpensive but very powerful ways to praise, recognize, and reward the best performers, thus keeping the team motivated to strive for further success. 4. Explain the role empowerment plays in intellectual stimulation. Answer: Research shows that one important way for job satisfaction and intellectual stimulation is empowerment—the ability to do your job your way. When you micromanage people, you take the energy out of the organization. When you empower people and let them apply their talents and skills their way, and give them clear directions, they are much more excited, energized, focused, and they get more done. This also leads to innovations as different people find different ways to achieve a common task and they learn and absorb the best practices from each other. Quiz: 1. According to Suzanne Bates, in order to be a purposeful and passionate communicator, you should be able to ________. a. tell great stories of what connects people to your purpose .

b. discover what other people are thinking c. crack jokes in intervals to liven up the proceedings d. give frequent pauses in between sentences Answer: a Explanation: In order to be a purposeful and passionate communicator, you need to be able to tell great stories of what connects people to your purpose and passion, so you are able to connect with people on an emotional and psychological level. So storytelling is very important. 2. Given the current economic situation, what does Ms. Bates suggest for triggering an economic turnaround? a. working overtime b. effective leadership principles c. stringent controls d. rewards and bonuses Answer: b Explanation: According to Suzanne Bates, there are several leadership principles that will trigger the economic turnaround, and they should be embraced not just by executives, but those who are out of work as well. 3. According to Suzanne Bates, all of the following are simple and inexpensive ways to reward employees during these stressful times because of the current economic scenario EXCEPT ________. a. send out an e-mail to the whole team when an individual does a great job b. come up with some regular monthly awards c. company-sponsored vacations d. have a pizza party Answer: c Explanation: According to Suzanne Bates, simple inexpensive ways to reward employees in the current economic situation are: send out an e-mail when a team does well, send out an e-mail to the whole team when an individual does a great job, invent new awards, come up with some regular monthly awards, have a pizza party or a barbecue. These are very inexpensive but powerful ways to praise, recognize, and reward employees during stressful times. 4. According to the video, per research, what is the most important way to achieve job satisfaction? a. clear communication hierarchy b. seniority-based promotions c. performance-linked bonuses d. employee empowerment Answer: d .

Explanation: Research shows that one important way to achieve job satisfaction is empowerment—the ability to do your job your way. 5. According to the video, all of the following are ways of discovering what people are thinking EXCEPT ________. a. talking with people b. having one-on-one conversations c. monitoring their e-mail d. getting into deeper dialogs Answer: c Explanation: In discovering what other people are thinking, a leader’s job really is to sit down and talk with people and understand what it is that motivates them and understand how to connect them to the larger purpose. It is very important to have regular conversations with people in your organization and to get into a deeper dialog, have a one-on-one, and ask somebody, “When you are excited about your work, what are you excited about? What would you do if you were not getting paid? When you get up in the morning and feel great, what are the things that you are working on that make you feel excited about work?”

CHAPTER 7: OTHER LEADERSHIP PERSPECTIVES: UPPER ECHELON AND LEADERSHIP OF NONPROFITS Topic: The Impact of a “Hands-Under” Leadership in Creating a Successful Business Empire Learning Objectives: 1. Differentiate between micro and upper-echelon leadership. 2. Describe the domain and roles of strategic leaders in the management of an organization. 3. Identify the external and internal factors that impact strategic leaders’ discretion. 4. List the individual characteristics of strategic leaders and their impact on leadership style. 5. Contrast the four strategic leadership types and discuss the role of culture and gender in strategic leadership. 6. Explain the processes through which strategic leaders manage their organization. 7. Review issues of executive compensation and accountability. 8. Describe the characteristics and challenges of leadership in nonprofit organizations. Video Title: Quova Inc. Link: http://media.pearsoncmg.com/ph/bp/bp_akamai/robbins/Quova_Inc.html Classroom Application: Instructors will find this video helpful in studying a new approach to leadership and its effectiveness in creating a successful business and a motivated workforce. Synopsis: Quova, Inc., founded in January 2000, is a small Mountain View, CA start-up. Its President and CEO, Marie Alexander’s experiences in earning a degree in music therapy, running an amusement part, and working in a mental institution have contributed to her behavioral approach to leadership and to her conviction that it is okay to fail sometimes. Comfortable with herself and at ease with her employees, Marie Alexander attributes Quova’s success to a “hands-under” leadership style by providing support to her team, encouraging people to stretch themselves, learning from conflict, and taking responsibility for difficult decisions like firing someone. She feels being a woman probably makes it easier for her to be nurturing, open, and compassionate in the workplace. Discussion Questions: 1. As you watch the interview with Marie Alexander, what kind of personal leadership becomes apparent and how does it impact the innovation driving her company? Answer: Marie Alexander’s leadership style is based on nurturing people and helping them to achieve both personal and organizational goals. She also expects high standards of performance and inspires the excitement necessary to create innovative technology. She follows her own brand of leadership which she describes as “hands under” leadership, and is in keeping with her commitment to be supportive of her employees while never losing sight of what is necessary to build the company. The video confirms that Alexander is both a supportive and achievement-oriented leader. .

2. Do you think it is truly feasible or desirable to choose a leadership style? Do you think Marie Alexander consciously chose her leadership style or do you think it evolved as a result of her career choices? Support your opinion based on the video you have just seen. Answer: Some students may feel it is advantageous to choose a leadership style in order to promote one’s own career growth and improve one’s own effectiveness as a leader. Others may feel that ultimately leadership style springs from the roots of one’s personality and cannot truly be learned (or taught). Student opinions will vary concerning Marie Alexander, but answers should address the influence of her background in running an amusement park, earning a degree in music therapy, and working with people in mental institutions. Her own desire to achieve and to help others achieve, her view of success as something more than monetary wealth, and her innate honesty may all be perceived as contributing to her leadership style. 3. In what ways does Marie Alexander embody the qualities needed by contemporary leaders in order to cope with change? Do you agree with her assessment that being a woman may be helpful in this regard? Answer: At Quova, Alexander has proven her flexibility. She is passionate about her people and her business. She knows how to listen, motivate, and provide support wherever and whenever it is needed. These are all traits of Emotional Intelligence (EI) that women score higher on than men. EI involves teamwork, trust, and information sharing that is necessary in today’s corporations. Alexander exhibits compassion, calmness, and openness. Her optimism and her dedication to building this company give her the strength to fire someone when she has to. It seems that she feels supported by the organizational culture that she has been so instrumental in shaping. As a woman, she has been able to remain a nurturer and a no-nonsense CEO at the same time. 4. What are Marie Alexander’s views on conflicts? How are they congruent with her personal philosophy? Answer: According to Marie Alexander, conflict is a good thing. She wholeheartedly espouses coming to a resolution through open discussion as this encourages people to air their views and clear differences. Her personal philosophy of leading a rich, open, honest life in which people are paramount is in keeping with the human relations position. Quiz: 1. The science of determining where in the real world a web surfer is when he/she clicks into a website is called ________. a. positioning b. GPS tracking c. geolocation d. tagging Answer: c .

Explanation: Geolocation is the science of determining where in the real world a web surfer is when he clicks into a Web site. 2. Marie Alexander, President and CEO of Quova, Inc., attributes Quova’s success to a “________” leadership style. a. hands-down b. hands-off c. hands-under d. hands-on Answer: c Explanation: Marie Alexander, President and CEO of Quova, Inc., attributes Quova’s success to a “hands-under” leadership style. She believes in catching people if they fall and helping them to achieve their personal goals, as well as the company’s goals. 3. According to Marie Alexander, President and CEO of Quova, Inc., her previous work experiences in music therapy, running an amusement park, and working in a mental institution have contributed to her ________ approach to leadership. a. behavioral b. situational c. trait d. transformational Answer: a Explanation: Marie Alexander’s background ranges from roller coasters to the criminally insane. Working for 10 years in an amusement park and running the organization has had an impact on the approach she has now. She also has a degree in music therapy and worked for mental institutions for a short period. She understands through those experiences that leading an organization is behavioral in nature. 4. What does Marie Alexander, President and CEO of Quova, Inc., consider her greatest challenge in the organization? a. hiring people b. firing people c. dealing with conflict in the workplace d. being a woman in a man’s world Answer: b Explanation: Marie Alexander, President and CEO of Quova, Inc., considers her greatest challenge is firing people, though it is a tough personal decision to make. 5. The CEO of Quova, Inc., Marie Alexander’s, two-pronged approach to leadership reflects Quova’s corporate philosophy of ________. a. emphasizing excellence with a heart .

b. profit, but profit from work that benefits humanity c. solving unsolved problems innovatively d. unlimited opportunity to excel Answer: a Explanation: Quova’s corporate philosophy is a refection of its CEO’s two-pronged approach to leadership: emphasizing excellence with a heart.

CHAPTER 8: PARTICIPATIVE MANAGEMENT AND LEADING TEAMS Topic: The Importance of Teamwork and the Requirement for Different Skill Sets in a Project’s Success Learning Objectives: 1. Understand when and why participation should be used to improve leadership effectiveness. 2. Explain the role of culture in the use of participative leadership. 3. Specify the elements of effective delegation. 4. Consider the issue of participative management. 5. Explain the principles of self-leadership. 6. Discuss the types of dysfunctions that may occur in teams and how leaders can help resolve them. Video Title: Groups and Teams at Kluster Link:http://media.pearsoncmg.com/ph/bp/bp_akamai/robbins/Kluster_Groups_Teams.html Classroom Application: Instructors will find this video helpful in studying how different individuals with different skill sets are important cogwheels to a team’s success. Synopsis: Teamwork is important to the Illuminator project at Kluster. The Illuminator is a community-driven product development web platform. It is a place where people and companies can meet to exchange ideas, work on projects, design events, and so on. Tom Pasley, Project Manager for the Illuminator project says the project is successful because each member of the team brings a different set of skills to the table, and then works together given the project’s requirement for different skill sets. Hitch, the graphic designer on the team, points out that each individual plays a different role. Communicating with each other is critical to the team’s success. The team sits down together every day to look at the site and bounce ideas off each other. According to Peter Wadsworth, an engineer on the team, each team member needs to have self-leadership and self-discipline. He notes that it really shows if someone fails to pull his weight. Because various members of the team live in different locations, and many team members travel frequently, the team uses web-based programs to keep organized and communicate with each other. Discussion Questions: 1. What are the challenges of working together as a team? How have members of the Illuminator project overcome these challenges? What are the benefits of a team-based approach? Answer: Tom Pasley, Project Manager for the Illuminator project, says that teamwork is essential to the success of the project. Each member of the team brings a different set of skills to the table. For example, one member is a graphic artist, another is an engineer, and so on. Pasley notes that using a team-based approach is necessary because the project .

requires different types of skills. Most students who have experience being part of a team will recognize some of the challenges involved with teams such as meshing differing personalities and work styles, ensuring there is adequate communication among team members, making everyone accountable for their actions, and so on. Members of the Illuminator project meet daily to look at the site, reflect on what is working and what could work better, generate new ideas, and so on. Because the team is often in different parts of the country, or even different parts of the globe, team members rely on various web-based programs to ensure that they are all on the same page. 2. What type of individual would fit in well on the Illuminator team? What characteristics are important? Answer: Peter Wadsworth, an engineer on the Illuminator team, says that it is important for each member of the team to have self-leadership and to have self-discipline. People need to stay focused on the task at hand, and be responsible for doing their job. According to Wadsworth, if a team member fails to pull his weight, it really shows. Most students will probably recognize that self-motivated, focused individuals who have the ability to work with people with differing personalities and work ethics would probably be most successful in the Illuminator team. 3. How has technology changed the way we do business? Identify how Kluster has embraced technology in its operations. Answer: Technology has completely changed the world. Most students will recognize the benefits of being able to instantly send files around the world, communicate with others at the click of a button, and so on. Kluster has embraced technology not only in its product line, but also operationally. The team uses various web-based programs to stay organized and to allow employees to easily communicate with others. Since much of the team is geographically dispersed, such communication is essential. 4. Describe the different parts of the Illuminator team. Why is it necessary to have each of these parts represented? Answer: Hitch, a graphic designer on the Illuminator team, suggests that the team has four components. One person acts as the voice of reason. A second person tends to be blunt, but is generally correct. The third person is someone who has the ability to think outside the box, and about the future. In addition, another team member thinks internally and focuses on what the team is really trying to say. Most students will probably suggest that each of these roles must be represented to create a functioning team. If everyone brought the same set of skills and perspectives to the table, there would be no gain from having a team. 5. Ben Kaufman, founder of Illuminator, says it is important to recognize that sometimes people need a break from the team. Explain what he means by this. Answer: Ben Kaufman recognizes that people cannot always be team players. Sometimes, individuals need time to themselves. Kaufman believes that it is fine to take a break from the .

team as long as there is still communication with the team. He points out that he does not require a set schedule and that he does not care where in the world people are at a given time, as long as they do their jobs well. Some students will probably interpret his remarks as saying that everyone needs his own space at times, and that while the team approach is essential to the success of the Illuminator project, for the team to work effectively, some people may need to take a break. Other students may suggest that Kaufman is being realistic in his use of teams, and recognizes the personality conflicts and other problems that could arise can be minimized if the notion of taking a break is legitimized. Quiz: 1. What is the name of the project that the team in the video is working on? a. Mophie b. Quirky c. The Illuminator d. Kluster Answer: c Explanation: The Illuminator is a community-driven product development web platform at Kluster. 2. According to Ben Kaufman, the team is structured in a naturally progressive manner to receive ________. a. feedback b. recognition c. promotions d. bonuses Answer: a Explanation: The reason why the team is structured in a naturally progressive manner is because everyone in the team wants feedback. Whether or not they are going to follow the feedback is a different story, but they want to hear what the reaction is. 3. What does Ben Kaufman, the team leader, most expect from his team members? a. to be available around the clock b. to come to the office regularly c. to do their jobs well d. to be loyal Answer: c Explanation: Ben Kaufman believes that it is fine to take a break from the team as long as there is still communication with the team. He points out that he does not require a set schedule and that he does not care where in the world people are at a given time, as long as they do their jobs well.

4. In the video, Hitch, the graphic designer on the team, speaks about the different roles that each individual in the team plays. Which of the following is NOT one of them? a. the voice of reason b. the bad apple c. one who thinks out of the box and about the future d. one who tends to be blunt, but is usually correct. Answer: b Explanation: Hitch, a graphic designer on the Illuminator team, suggests that the team has four components. One person acts as the voice of reason. A second person tends to be blunt, but is generally correct. The third person is someone who has the ability to think outside the box, and about the future. In addition, another team member thinks internally and focuses on what the team is really trying to say. 5. One of the team members mentions many places that the crew works in. Which of the following is NOT mentioned in the video? a. Manhattan b. Albany c. Burlington d. Wyoming Answer: d Explanation: According to the video, part of the crew is based in Albany, another is based in Manhattan, and another is in Burlington. Often they are in California.

CHAPTER 9: LEADING CHANGE Topic: Surviving Change You Did Not Ask for by Avoiding the Sinkholes Learning Objectives: 1. Define change and explain the forces for change. 2. Describe types of change and explain the change process. 3. Summarize the reasons for resistance to change and possible solutions. 4. Present the leadership practices necessary to implement change, including the importance of vision. 5. Explain the importance of creativity and improvisation in managing change. 6. Apply the principles of learning organizations and positive leadership to leading change. Video Title: Survive Change You Didn’t Ask For Link: http://abcnews.go.com/video/playerIndex?id=7875587 Classroom Application: Instructors will find this video helpful in studying how to adapt to unexpected changes and ways to avoid the associated sinkholes. Synopsis: M.J. Ryan, the author of AdaptAbility: How to Survive Change You Didn't Ask For, discusses the ways to survive change you did not ask for. Typically, the first reaction people have to change is negative as humans are used to routine processes, and anything different than the routine triggers a panic reaction, thus limiting our adaptability to change. Therefore, most of us resist change. In this context, the author discusses the 10 sinkholes associated with change and the ways to overcome them for better adaptability. Discussion Questions: 1. Define change, its role in survival of an organization, and the forces of change. Answer: Change is the transformation or adaptation to a new way of doings things. The effectiveness and very survival of most of our organizations depend on their ability to successfully adapt to changes in their environment while still maintaining internal health. Leading change is therefore a leader’s most challenging and vital responsibilities. Forces for change are both external (in the environment) and internal. Changes in the environment include factors such as social trends, cultural and demographic changes, political shifts, the economy, and technological advances. The internal forces for change closely follow external forces. For example, a new service from one hospital will push others to consider changing their offerings, or wide uses of new technology such as the Web, or poor economic conditions, may lead city and state governments to expand their online services, requiring new hires, training, and new management processes. 2. What are the 10 sinkholes of change discussed by Ms. Ryan in the video? Answer: The 10 sinkholes of organizational changes discussed by Ms. Ryan are as follows: 1. Getting stuck in denial. .

2. 3. 4. 5. 6. 7. 8. 9. 10.

Becoming paralyzed by fear or shame. Spending a lot of time and energy on blame. Believing there is nothing you can do. Focusing on the problem rather than the solution. Using only solutions that have worked in the past. Dismissing viable options. Not getting in touch with what gives them meaning or purpose. Resisting learning new things. Tending to believe they are alone and that no one else understands what they are going through.

3. What are some ways managers can help reduce resistance to change? Answer: To ensure the success of organizational change, managers can reduce resistance by following several guidelines. First, managers should attempt to reduce surprises. People will respond to change more effectively if they are given time to evaluate and adapt to the proposed change. Second, managers need to ensure that employees thoroughly understand the change. A real understanding of the change should help reduce opposition. Third, managers need to maintain a positive, change-focused attitude. Employees tend to follow management’s lead and attitudes are contagious. Finally, consider phasing changes in over a period of time. Tentative change allows employees to adapt and respond to smaller change increments. 4. How can the managerial function of control impact organizational change? Answer: The managerial function of control is concerned with making sure that the correct things happen at the correct time and in the correct way. Control is an essential component of adapting to change and organizational uncertainty. Change is inevitable. Markets change. Competitors alter their actions. Buyers change their tastes and attitudes. Technology changes constantly. All organizations must deal with these changes. Control systems can aid managers in identifying, understanding, and effectively responding to these changes. 5. Different types of changes call for different actions from leaders. Explain. Answer: The different types of change may require different actions from leaders. For example, in the case of planned and evolutionary change, a leader’s ability to structure tasks may be important. When facing unplanned and revolutionary change, charismatic and transformational leaders who make an emotional connection with followers and help them weather the change may become more central. In addition, based on the change process, the options that are available, and actions that are required from a leader may be different in each type of change. One factor that remains constant regarding the role of leadership is the need to set a vision and to help followers through the resistance that is likely to take place. Quiz: 1. Which of the following is NOT mentioned by Ms. Ryan as a sinkhole of organizational change? .

a. b. c. d.

Getting stuck in denial. Using only solutions that have worked in the past. Focusing on the solution rather than the problem. Not getting in touch with what gives meaning or purpose.

Answer: c Explanation: According to author M.J. Ryan, we need to be careful that we are not wasting energy focusing on the problem rather than on the solution. 2. Why do a lot of people tend to fall into the trap of “going it alone”? a. Because they believe there is nothing one can do about it. b. Because they are ashamed of asking for help. c. Because they are living in and dealing with difficult times. d. Because they tend to think that no one understands what they are going through. Answer: d Explanation: According to author M.J. Ryan, one of the sinkholes associated with change is “going it alone.” The video speaks about a lot of people tending to fall into this sinkhole because they think that no one understands what they are gong through. This can be a real problem especially when you need help in expanding or thinking. 3. According to author M.J. Ryan, “getting stuck in denial” is one of the sinkholes associated with change. What does she suggest to tackle this problem? a. Sometimes we just have to confront what is making us the least comfortable. b. Since it is happening to many people, we do not have to worry about it. c. Use only solutions that have worked in the past. d. The problem is transient and will pass with time. Answer: a Explanation: According to author M.J. Ryan, one of the sinkholes associated with change is “getting stuck in denial.” Nothing is happening. We think we do not need to change and that everything is okay. The author suggests that sometimes we just have to confront what is making us the least comfortable so that we might be in a better position. 4. In the video, according to author M.J. Ryan, “The question ‘why’ is a starting point but it is not a place to live in for very long. The important questions are, ‘What is gong on and how can we best deal with it?’ That puts us into forward motion.” The author states this as a solution to ________. a. resisting learning new things b. spending a lot of time and energy on blame c. not getting in touch with what gives meaning d. focusing on the problem rather than the solution Answer: d .

Explanation: According to author M.J. Ryan, we need to be careful that we are not wasting energy focusing on the problem rather than the solution. People spend hours with her on the phone asking why certain things are happening to them. She says that the question “why” is a starting point but it is not a place to live in for very long. The important questions are, “What is gong on and how can we best deal with it?” She suggests that this is what puts us into forward motion. 5. According to author M.J. Ryan, scientists say that ________ percent of our daily life is spent in habit. a. 40 b. 90 c. 50 d. 100 Answer: b Explanation: According to author M.J. Ryan, our brains are designed to conserve energy by doing the same thing over and over again. Scientists say that 90 percent of our daily life is spent in habit.

CHAPTER 10: DEVELOPING LEADERS Topic: Understanding Business Etiquette and its Importance in an Organization Learning Objectives: 1. Define the elements of leader development. 2. Describe the elements of learning. 3. Review areas that are addressed in leader development. 4. Outline criteria of an effective development program. 5. Present the methods used in leader development. 6. Consider the role of culture in leader development. 7. Summarize the role of the person and the organization in effective leader development. Video Title: Business Etiquette Link:http://media.pearsoncmg.com/ph/bp/bp_akamai/mybcommlab/videos.php?title=Busine ss%20Etiquette&clip=pandc/mybcommlab/Business_Etiquette.flv Classroom Application: This video is helpful in discussing the significance of etiquette in professional settings. It touches briefly on personal appearance and hygiene, and goes into more depth in describing how to deliver negative messages in ways that reflect high standards of etiquette. Synopsis: Etiquette is vital in today’s global economy, and personal appearance plays a major role in reflecting one’s etiquette. Although etiquette can seem old-fashioned and insignificant, it is actually more important than ever as bad etiquette can lead to lost business opportunities, while focusing on respect, common sense, and courtesy can help you achieve your professional goals. Delivering negative messages is a common task that can test the skills and etiquette of any professional. Therefore, it is important to present oneself respectfully and communicate in a way that gets the point across without unnecessarily hurting one’s sentiments. Discussion Questions: 1. Is paying attention to standards of etiquette likely to save time or cost time in the workplace? Why? Answer: Paying attention to standards of etiquette might consume a bit more time in the short run (although it certainly does not need to in most cases) but it is likely to save time in the long run by reducing the frequency of productivity and morale problems caused by misunderstandings and bruised emotions. 2. Discuss the five goals to follow when conveying a bad news and its importance. Answer: Sometimes the way you say “no” is more damaging than the fact that you said it. When you deliver bad news, it is important to keep five goals in mind: (1) Convey the bad news. (2) Gain acceptance. (3) Maintain goodwill. (4) Maintain a good image. (5) Reduce .

the need for future correspondence on the matter. It is vital to plan, write, and complete your message carefully. Choose the direct or indirect approach carefully, based on the situation and your company’s preferred style of communication. 3. If you need to deliver bad news to a person with whom you will probably never interact again, how can you justify taking extra time and effort to communicate carefully and respectfully? Are you wasting your company’s money by spending time on such efforts? Answer: Taking extra time and effort to communicate carefully and respectfully, even when delivering bad news to a person with whom you will probably never interact again, is nearly always a good investment. People who feel offended are likely to tell others, thereby damaging your company’s reputation. Of course, if you have to turn down hundreds or thousands of credit applicants, job seekers, or other parties every year, you cannot afford to spend a tremendous amount of time with each one. However, even a simple form letter for rejections can be worded in ways that respect the dignity and emotions of the recipients. 4. How does a well-written buffer in an indirect negative message help the receiver accept the bad news? Can a buffer also make the task of delivering negative messages less stressful? Answer: In a sense, a well-written buffer in an indirect negative message helps the receiver accept the bad news by adjusting the receiver’s expectations in two smaller steps as opposed to one giant jolt. The buffer provides a transition from the recipient’s initial expectations, which are likely to be positive or at least hopeful, to a “neutral zone.” A buffer can also make the task of delivering negative messages less stressful by eliminating that uncomfortable feeling that most people feel when they have negative news to share. Whether you are delivering the message in writing or in person, using a buffer lets you avoid jolting the recipient all at once. Quiz: 1. The video covers several topics related to etiquette in business settings. Which of the following is NOT covered? a. personal appearance b. punctuality c. hygiene d. delivering negative messages Answer: b Explanation: Personal appearance, hygiene, and delivering negative messages are all discussed in terms of their relationship to good business etiquette. 2. Choosing the right approach is essential when delivering bad news. The narrator explains that a central factor in deciding between the two is: a. your age compared to that of the audience. b. the medium you use to convey the message. c. the time of day when the message is delivered. .

d. whether or not your message is emotional or consequential. Answer: d Explanation: This is the only factor listed that is discussed in the video. 3. In the video, which of the following is described as a pitfall to avoid when using a buffer? a. trivializing the audience’s concerns b. sounding arrogant c. opening your company up to frivolous lawsuits d. not rehearsing the message earlier Answer: a Explanation: Along with misleading the audience, this is described as one potential danger of using a buffer to open a negative message. 4. What is one of the first changes the narrator asks the producer to make in order to improve his (the producer’s) business etiquette? a. his hairstyle b. the appearance of his office c. his apparel d. his habit of wearing sunglasses indoors Answer: c Explanation: After explaining the impact one’s personal appearance can have, the narrator explains that the producer’s clothing is too informal for the situation. 5. Early on in the video, what negative message does the producer attempt to convey to the narrator? a. Her employment is being terminated. b. She needs to redo the entire sequence. c. Her request for a pay raise was denied. d. A coworker has just been rushed to the hospital. Answer: a Explanation: The producer’s poorly delivered message enables the narrator to more thoroughly discuss business etiquette and its application to negative messages.

CHAPTER 10: DEVELOPING LEADERS Topic: The Art of Building a Successful Team Capable of Achieving its Own Goals Learning Objectives: 1. Define the elements of leader development. 2. Describe the elements of learning. 3. Review areas that are addressed in leader development. 4. Outline criteria of an effective development program. 5. Present the methods used in leader development. 6. Consider the role of culture in leader development. 7. Summarize the role of the person and the organization in effective leader development. Video Title: Corporate Coaching Classroom Application: Instructors will find this video helpful in understanding the key features of building a strong team based on good leadership, good followership, with the ability to overcome conflicts in a healthy manner and achieving tasks on its own. Synopsis: Lois Frankel, the founder and CEO of Corporate Coaching International (CCI), is offering her services to employees at the Museum of Natural History in Los Angeles to enhance their team-building skills. One of Frankel’s primary objectives is turning conflict into a positive force. She defines a healthy team as one where there is strong leadership, strong followership, well-defined roles, open communication, and the ability to confront each other if there is a conflict within the team without damaging people’s self-esteem. She places equal emphasis on leadership skills as well as becoming a team player. She acts as a facilitator and she is careful to treat everyone in the group in the same way regardless of their position in the organization. She gives people valuable feedback. She also emphasizes group building and maintenance roles, mutual encouragement, and gatekeeping. Frankel believes that the bottom line is communication. Frankel suggests techniques for effective group behavior, such as good communication skills, good listening skills, and trust. Her hope for changed behavior, as she expresses it herself, is that the group will learn how to create an action plan for future tasks. Discussion Questions: 1. What techniques of effective group behavior does Lois Frankel use herself, and which does she advocate for the group? How will participants try to change their behavior as a result? Answer: Lois Frankel uses good communication skills and good listening skills. She acts as a facilitator, of course, and she is careful to treat everyone in the group in the same way regardless of their position in the organization. She advocates the same techniques for the group as well as constructive conflict and problem solving, leadership, group maintenance and mutual encouragement, gatekeeping, and the establishment of clear roles. Her hope for .

changed behavior, as she expresses it herself, is that the group will learn how to create an action plan for future tasks. 2. Do you think the group’s body language conveys the same message as their words? If not, point out inconsistencies. Answer: Allowing for their occasional self-consciousness, the members of the group seem generally consistent in their spoken language and body language. 3. Is there a group leader (not Lois Frankel)? Who is it, and what is the basis of his/ her leadership? Answer: Various members play leadership roles at different points in the session. Sometimes these are formal, such as when individuals act as facilitators or recorders for discussions, and sometimes they are informal, such as when individuals direct group discussion by being particularly vocal or emphatic. 4. Can you discern any conflict within the group? What kind of conflict do you think it is— task, relationship, process? Do you think it can be turned into functional conflict? If so, how can that be done? Answer: Most of the conflict within the group appears to be task conflict. Some of this is apparent in group discussions and some is generated by the nature of the group assignments members are given, such as the desert survival, blindfold, and boat-drawing exercises. There are some references to process or perhaps relationship conflicts in the past that appear to have been resolved. The type of task conflict shown in the video appears to be capable of being turned into functional conflict as the group completes its assignments. Quiz: 1. Lois Frankel, the founder and CEO of Corporate Coaching International (CCI), assigns the team of senior staff members working at the Museum of Natural History in Los Angeles the task of drawing a boat; the only rule is that ________. a. everyone should work well with the others without getting into a conflict b. the group select a leader before drawing the picture(s) c. each member should judgmentally evaluate the others’ picture(s) d. everyone on the team has to be represented in the picture Answer: d Explanation: Lois Frankel, the founder and CEO of Corporate Coaching International (CCI), assigns the team of senior staff members working at the Museum of Natural History in Los Angeles the task of drawing a boat; the only rule is that everyone on the team has to be represented in the picture. 2. Lois Frankel mentions that she essentially does three things in corporate coaching. Which of the following is NOT one of them? a. leadership development seminars .

b. physical restructuring c. individual coaching d. team building Answer: b Explanation: Lois Frankel, the CEO and founder of CCI, says that she essentially does only three things: leadership development seminars, individual coaching, and team building. 3. According to Lois Frankel, the founder and CEO of CCI, the one thing that everybody likes and that she makes sure is part of every program is ________. a. acquiring knowledge b. appreciation c. feedback d. learning new skills Answer: c Explanation: According to Lois Frankel, the founder and CEO of CCI, the one thing that everybody likes and that she makes sure is part of every program is feedback. 4. In the video, when discussing group building and maintenance roles, which of the following roles was the most common and performed by many team members? a. gatekeeping b. encouraging c. harmonizing d. following Answer: a Explanation: When discussing group building and maintenance roles, Lois Frankel mentions that she found many of them did gatekeeping. 5. According to research, how we are judged is based on three things. Which of the following is true? a. 40 percent is based on how we look b. 50 percent is based on how we sound c. 10 percent is based on what we say d. 20 percent is based on what we do Answer: c Explanation: Lois Frankel says that according to research, how we are judged is based on three things—50 percent on how we look, 40 percent on how we sound, and 10 percent on what we say.