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CHAPTER12 Leadership Questions for Review
12-1. What are the conclusions of trait theories of leadership? Answer: Trait theories of leadership focus on personal qualities and characteristics. Proponents of trait theories believe that a leader is “born.” They often describe leaders in terms of their personal characteristics, such as “charismatic” and “driven.” Research suggests that traits can predict leadership and that traits do a better job predicting the emergence of leaders and the appearance of leadership than distinguishing between effective and ineffective leaders. In other words, trait theories help us predict leadership, but they don’t fully explain leadership. 12-2. What are the central tenets and main limitations of behavioral theories of leadership? Answer: The failures of early trait studies led researchers in the late 1940s through the 1960s to wonder whether there was something unique in the way effective leaders behave. While trait research provides a basis for selecting the right people for leadership, behavioral theories of leadership implied we could train people to be leaders. The most comprehensive theories resulted from the Ohio State Studies in the late 1940s, which sought to identify independent dimensions of leader behavior. Beginning with more than a thousand dimensions, the studies narrowed the list to two that substantially accounted for most of the leadership behavior described by employees: initiating structure and consideration. Initiating structure is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. Consideration is the extent to which a person’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings. Leadership studies at the University of Michigan’s Survey Research Center had similar objectives: to locate behavioral characteristics of leaders that appeared related to performance effectiveness. The Michigan group also identified two behavioral dimensions: the employee-oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them, and the production oriented leader emphasized the technical or task aspects of the job, focusing on accomplishing the group’s tasks. Some research from the GLOBE study suggests there are international differences in preference for initiating structure and consideration. Leaders who have certain traits and who display consideration and structuring behaviors do appear to be more effective. As important as traits and behaviors are in identifying effective or ineffective leaders, they do not guarantee success. The context matters too. 12-3. What are the contingency theories of leadership? Answer: After assessing leadership style, it is necessary to match the leader with the situation. Fiedler identified three contingency variables to match the leader with the situation: • Leader-member relations—the degree of confidence, trust, and respect members have in their leader. • Task structure—the degree to which the job assignments are procedural. • Position power—the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. Considerable evidence does support the model especially when the original eight situations are grouped into three but the logic behind the LPC scale is not well understood. Situational leadership theory (SLT) focuses on the followers arguing that successful leadership depends on selecting the right leadership style contingent on the followers’ readiness, the extent to which followers are willing and able to accomplish a specific task. SLT has intuitive appeal in that it acknowledges the importance of followers and builds on the idea that leaders can compensate for followers’ limited ability and motivation. So far though, research to test and support the theory has been disappointing. Path-goal theory provides a useful framework for examining the role of leadership and is intuitively appealing, but lacks strong research support. It suggests that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the organization. Finally, the leader-participation model provides a set of rules to determine the form and amount of participative decision making in different situations. It argues that the way the leader makes decisions is as important as what he or she decides. 12-4. How do the contemporary theories of leadership relate to the earlier foundational theories? Answer: Charismatic leadership theory proposes that followers make attributes of heroic or extraordinary leadership abilities when they observe certain behaviors. General characteristics of charismatic leaders are: they have vision; they are willing to take personal risk; they are sensitive to followers’ needs; and they exhibit extraordinary behaviors. The theory relies on leaders’ ability to inspire followers to believe in them. In contrast, Fiedler’s model, situational leadership theory, and path-goal theory describe transactional leaders, who guide their followers toward established goals by clarifying role and task requirements. Transformational leaders inspire followers to transcend their own self-interests for the good of the organization. They change followers’ awareness of issues by helping them to look at old problems in new ways; and they are able to excite, arouse, and inspire followers to put out extra effort to achieve group goals. Transformational leadership is built on top of transactional leadership—it produces levels of follower effort and performance that go beyond what would occur with a transactional approach alone. These descriptions imply that charismatic leadership is based on a person’s behavior, when observed by others, is defined as charismatic leadership. Transformational leadership, on the other hand, is a concept that can be taught to people to make them more effective leaders using concepts that have been found to contribute to leadership relationships. 12-5. In what ways can leaders create ethical organizations? Answer: Leadership is not value-free. In assessing its effectiveness, we need to address the means a leader uses to achieve goals as well as the content of those goals. Authentic leaders are ethical people who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Ethics touch on many leadership styles. As the moral leaders of organizations, CEOs must demonstrate high ethical standards. Socialized charismatic leadership is characterized by leaders who model ethical behaviors. Servant leadership focuses on serving the needs of others 12-6. How can leaders have a positive impact on their organizations through building trust and mentoring? Answer: Trust is the positive expectation that another person will not act opportunistically. Trust is comprised of a blend of familiarity and willingness to take a risk. The five key dimensions are: integrity, competence, consistency, loyalty, and openness. Mentoring and virtual leadership are all contemporary roles for leaders. A leader needs to be a mentor or a senior employee who sponsors and supports a less-experienced employee (a protégé). Mentors are good teachers who present ideas clearly, listen, and empathize. Mentoring has two functions: career that includes coaching, assisting, sponsoring and psychosocial that involves counseling, sharing, acting as a role model. Finally, online leadership or virtual leadership is the ability to lead people who are physically dispersed. The ability to effectively communicate, and establish and maintain trust in a virtual environment is challenging. 12-7. What are the challenges to our understanding of leadership? Answer: At the organizational level, rightly or wrongly, we see leaders as being responsible for both extremely negative and extremely positive performance. We also make demographic assumptions about leaders. Attribution theory suggests that’s what’s important is projecting the appearance of being a leader rather than focusing on actual accomplishments. Further, at least one study of leadership suggests that in many situations, leaders’ actions are irrelevant. Experience and training are among the substitutes that can replace the need for a leader’s support or ability to create structure. Indeed, it’s simplistic to think employees are guided to goal accomplishments solely by the actions of their leaders. Online leaders confront unique challenges, the biggest being developing and maintaining trust. Experiential Exercise What Is Leadership? Instructions Break the class into six groups: •GROUP A: Government Leaders (president, senator, governor, representative, assembly-person) •GROUP B: Business Leaders (CEO, president, leader in business) •GROUP C: School Leaders (class president, informal leader) •GROUP D: Sports Leaders (team captain, informal team leader, coach) •GROUPS E and F: Effective Managers (manager who demonstrates competence/effectiveness in position). 12-8. Each group identifies the defining characteristics for the assigned role, not simply by brainstorming, but by deciding upon descriptors that most of the group agrees are defining characteristics. Answer: Responses to this question will depend on the opinions of the group, but these lists should comprise adjectives that showed up more than once in the set of responses. It is possible that more than 12 adjectives will appear on this list. Come to a consensus about the top 12 adjectives on the group list. Reconvene the class. Draw six columns for each group and list the characteristics for each group. What similarities do you see between the lists? From the results of this exercise, does it appear that what it takes to be a good leader is different depending on the classification? Does it seem that the characteristics for leaders differ greatly from those needed for good managers? Answer: Responses to this question will depend on the results of the previous questions. Teaching Notes This exercise is applicable to face-to-face classes or synchronous online classes such as Black Board 9.1, Breeze, WIMBA, and Second Life Virtual Classrooms. See http://www.baclass.panam.edu/imob/SecondLife for more information. Ethical Dilemma Smoking Success
“I’ve been high since I’m 13,” Justin Hartfield observed, admitting that his résumé includes a stint as a high-school marijuana distributor and a member of a group of website hackers. Now in his 30s, Hartfield is a successful entrepreneur and investor. So what if he’s dealing in the same venues of his childhood passions—marijuana and websites? He says, “Marijuana is not going to be profitable to make in the long term, it’s going to be a dollar a gram. And so someone . . . needs to step in and make it profitable to grow. I’m the best guy to do it.” Hartfield envisions himself as the top leader of a newly legalized industry. Obviously, Hartfield has no issue with the ethics of marijuana consumption or distribution. He created Weedmaps.com, the largest directory for California medical-marijuana users to find accessible doctors and dispensaries, and charges subscribers $295+ per month; his other business through Ghost Group invests in start-up marijuana operations. “I’m doing everything I can in this industry legally that isn’t going to throw me in jail,” he said. So far, the government has kept Hartfield in check. Federally, marijuana is a controlled Schedule 1 narcotic(sharing the class with cocaine and heroin), so he has concentrated on the 20 states (and the District of Columbia)that allow medical marijuana use and, of course, Colorado and Washington where the drug is legal for recreational use. Hartfield hopes recreational marijuana use is legalized everywhere soon. “I care about the least amount of people suffering under prohibition,” he said, “and secondarily the more money I can make.” Sources: Justin Ross Hartfield website, www.justinhartfield.me; B. Weiss, “Thank You for Smoking—Marijuana,” The Wall Street Journal, March 15–16, 2014, A11; and K. Wagner, “Weedmaps CEO Justin Hartfield May Soon Be America’s Weed Guy,” Mashable, May 16, 2014, www.mashable.com/2014/05/16/weedmaps-ceo-justin-hartfield/. Questions 12-10.Hartfield is a leader in his industry, and he hopes to sell the most marijuana possible. Meanwhile, a study published by the National Academy of Sciences indicated that New Zealand teenagers who were heavy marijuana smokers lost up to 8 IQ points. Do you think that as a leader Hartfield has a responsibility for the health of his customers? Answer: As a leader in the marijuana industry, Justin Hartfield undoubtedly holds a level of responsibility for the well-being of his customers. While his primary focus may be on profitability and market expansion, ethical considerations should not be ignored, especially when dealing with products that can have significant health implications. Hartfield's assertion that marijuana is not going to be profitable to grow in the long term unless someone steps in to make it profitable raises ethical questions. While profitability is important for any business, it should not come at the expense of public health, especially considering the potential risks associated with heavy marijuana use, as indicated by the study published by the National Academy of Sciences. The fact that marijuana is classified as a Schedule 1 narcotic federally, along with substances like cocaine and heroin, underscores the seriousness of its potential risks. While it may be legal for medical or recreational use in certain states, leaders in the industry should still take into account the broader implications of their actions, including the health effects on consumers. As a leader, Hartfield should consider implementing measures to ensure responsible use of marijuana among his customers. This could include providing accurate information about the potential risks and benefits of marijuana use, promoting moderation, and supporting initiatives for further research into its effects. Ultimately, while Hartfield may be driven by profit and market growth, he should also recognize his responsibility to prioritize the well-being of his customers. Ignoring the potential health risks associated with heavy marijuana use would be a failure of ethical leadership. 12-11. How do you think the ethical responsibilities of leaders in this industry compare to those of leaders in, say, the tobacco and alcohol industries? Answer: The ethical responsibilities of leaders in the marijuana industry can be compared to those in the tobacco and alcohol industries, as all three involve substances that have potential health risks and societal impacts. Here are some key points of comparison: 1. Public Health Impact: Leaders in all three industries have a responsibility to consider the health implications of their products. While marijuana, tobacco, and alcohol have different effects on health, they all carry risks, including addiction, respiratory problems, and cognitive impairment. Therefore, leaders should prioritize measures to minimize harm and promote responsible use. 2. Regulation and Compliance: Like the marijuana industry, tobacco and alcohol are subject to government regulation due to their potential for harm. Leaders in all three industries have a responsibility to comply with regulations, including age restrictions, advertising restrictions, and labeling requirements. Failure to comply can result in legal consequences and harm to public health. 3. Marketing and Promotion: Leaders in the tobacco, alcohol, and marijuana industries have a responsibility to market their products ethically, especially considering the potential impact on vulnerable populations such as youth. This includes avoiding marketing tactics that glamorize or promote excessive consumption and providing accurate information about the risks associated with their products. 4. Social Responsibility: Leaders in these industries also have a broader social responsibility to contribute positively to society. This may include supporting initiatives to address substance abuse, investing in research on addiction and harm reduction, and promoting responsible consumption practices. 5. Corporate Social Responsibility (CSR): Just as leaders in other industries are increasingly expected to engage in CSR activities, leaders in the marijuana, tobacco, and alcohol industries should consider their role in promoting social and environmental sustainability. This could involve initiatives such as reducing carbon emissions, supporting community development projects, and promoting equity and diversity in the workforce. Overall, while there are differences in the specific health effects and regulatory environments of the marijuana, tobacco, and alcohol industries, leaders in all three sectors share a common responsibility to prioritize public health, comply with regulations, market their products ethically, and contribute positively to society. 12-12.Would you take a leadership role in an organization if you had an ethical issue with its product or service? Why or why not? Answer: Whether or not I would take a leadership role in an organization if I had an ethical issue with its product or service depends on various factors, including the nature of the ethical concern, the potential impact of my leadership, and the opportunities to effect positive change. Firstly, it's essential to assess the severity of the ethical issue and its alignment with my personal values. If the product or service directly causes harm or goes against fundamental ethical principles, I would likely decline a leadership role out of moral integrity. However, if the ethical concern is more nuanced or open to interpretation, I would consider whether my leadership could influence positive change within the organization. In such cases, I might accept the role with the intention of advocating for ethical practices, implementing safeguards, or promoting transparency and accountability. Additionally, the potential impact of my leadership on stakeholders, including employees, customers, and society as a whole, would weigh heavily in my decision-making process. If I believe that my leadership could mitigate harm, foster ethical behavior, or contribute to positive outcomes, I might be more inclined to accept the role despite ethical reservations. Ultimately, it's a complex decision that requires careful consideration of ethical principles, personal values, potential impact, and opportunities for influence. While there may be instances where taking a leadership role in an organization with ethical issues is justifiable, it's crucial to maintain a commitment to integrity, responsibility, and ethical conduct throughout. Case Incident 1 My Holiday the Virgin Way
One day, Virgin Group founder Richard Branson received an excited e-mail from his daughter. She had read a news paper article talking about a new vacation policy that seemed like just the thing for Virgin. According to this policy, all salaried staff are permitted to take leave whenever they want and for as long as they want. Employees need no prior approval and absolutely no one is keeping track of their holidays. If they feel like taking time off for a day, a week, or even a month, it is up to them to decide—on one condition. They need to be 100 percent sure their absence does not harm their company in any way. As a consequence, they have to be certain that they and their team are up-to-date on every project. Modern technology has radically changed the world and that includes our working day. Since the arrival of smart phones, laptops and tablets, we actually carry the office around in our briefcases and pockets. We receive job-related e-mails and text messages anytime and anywhere, often expecting and indeed getting a prompt response. Although people might not realize it very much, their work has overtaken their free time and private lives. Thus, it is hard to tell precisely when people do or do not work. With companies no longer able to accurately track people’s time on the job, why track people’s time off the job? It was this point exactly that convinced Richard Branson to introduce the new vacation policy within the Virgin businesses, from entertainment and airline companies to hotels and banking. Other businesses that did the same experienced a boost in productivity, creativity, and morale. Adjusting to new developments and challenging situations seems the right thing to do for leaders who strive to successfully launch their organizations into the future. Sources: R. Branson, The Virgin Way: How to Listen, Learn, Laugh and Lead (Virgin Books, 2014);P. Hersey and K.H. Blanchard, So You Want to Know Your Leadership Style? Training and Development Journal 28, no. 2 (1974): 22–37; J. Mesu, K. Sanders, and M. Van Riemsdijk, “Transformational Leadership and Organisational Commitment in Manufacturing and Service Small to Medium-Sized Enterprises: The Moderating Effects of Directive and Participative Leadership, Personnel Review 44, no. 6 (2015): 970–90; R.J. House, “A Path-Goal Theory of Leader Effectiveness,” Administrative Science Quarterly 16, no. 3 (1971): 321–39; R.J. House, “Path-Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory,” Leadership Quarterly (Fall 1996): 353;B.M. Bass and R.E. Riggio, Transformational Leadership. Mahwah (New Jersey: Lawrence Erlbaum Associates, 2006). Questions 12-13. Do you expect Virgin’s new vacation policy to work within all organizations? Why or why not? Answer: The vacation policy will probably work in a range of organizations but perhaps not in manufacturing companies, especially where people work with automated systems and keeping tight schedules. Additionally, when people are not used to having a lot of autonomy or are unready for the job, they may not be able to deal with the freedom to decide when to take a holiday. By extension, they may not be ready to cope with their new responsibilities. 12-14. Path-goal theory suggests leaders adjust their behavior to people’s locus of control. Considering Branson’s new policy, which locus of control does he suppose his employees to have? Why? Answer: The new vacation policy shows an emphasis on participative leadership, which will be more effective when employees feel confident to take matters into their own hands. Thus, Richard Branson most probably assumes that his employees have an internal locus of control, and he will therefore contend that outcomes are contingent on their own actions. 12-15. Some people might consider Virgin’s policy to be a sign of laissez-faire leadership. Do you agree? Why or why not? Answer: Leaders who show laissez-faire behavior avoid making decisions, ignore their responsibilities, and leave everything to their employees. In this event, Richard Branson does make a decision and does not give up his responsibility altogether. He tries to make sure that his employees do not take a holiday whenever they feel like it without thinking of the consequences for the company. He encourages them to be responsible, but does not avoid leadership himself. Thus, the answer is no. Case Incident 2 Leadership Traits
Researchers have been interested in leadership traits for over a century. Hundreds of studies have been conducted, resulting in a basic consensus on leadership traits or characteristics that separate leaders from non-leaders. Today, among the key traits we often attribute to leaders, determination is one that can be seen in many who are influential and successful. The 19th century German philosopher Frederick Nietzsche’s maxim “That which does not kill us, makes us stronger” can be applied to leaders of organizations today. British Prime Minister Winston Churchill offered slightly different advice to the students in his commencement speech at the Harrow School on October 29, 1941,when he said, “Never give in, never, never, never, never—in nothing, great or small, large or petty—never give in except to convictions of honor and good sense. Never yield to force; never yield to the apparently overwhelming might of the enemy.” Antonio Horta-Osorio, the Portuguese banker who became CEO of Santander UKin 2006 and assumed the helm of Lloyds Banking Group in March, 2011, demonstrates the kind of attitude that Churchill’s speech describes. Horta-Osorio encountered serious personal problems that led the board to grant him a sabbatical from his leadership position at the bank. An avid tennis player, a scuba diver who routinely encountered sharks, and a 12-hour-a-day banker, Horta-Osorio had been in his position at Lloyds for just eight months when he was granted a medical leave of absence to recover from insomnia and exhaustion, which were symptoms of stress. Confidential sources speculated that he was unable to meet the demands of the position—turning around a bank in trouble—and his inexperience in leading a large complex bank brought about his medical problems. Some financial pundits believed that he would never recover sufficiently to resume his leadership at the bank. However, on January 9,2012, some two months later, Horta-Osorio proved them wrong. By his account, during his recovery process, he reflected on the experience and learned that all people are human with strengths and weaknesses. Furthermore, since his return to the bank, he has managed to strengthen the bank’s position in the industry showing as a top performer among major British banks. Horta-Osorio’s persistence, in combination with other leadership traits, enabled him to succeed whereon-leaders may not have. After getting a “reality check “on his personal and mental health, he persevered, developed his strategy, remained focused and spirited, and called on others for support, rather than succumb to the negativism of naysayers. Sources: Stuart Taylor, “How to Build a Sustainable High-Performance Organization,” Inside HR, http://www.insidehr.com.au/how-to-build-a-sustainable-high-performance-organisation/; Andrea Ovans, “What Resilience Means, and Why It Matters,” Harvard Business Review, January 05, 2015, https://hbr.org/2015/01/what-resilience-means-and-why-it-matters; “Horta-Osório Steps Back at Lloyds,” FT.com, November 4,2015, http://www.ft.com/intl/cms/s/0/98e28be2-0709-11e1-90de-00144feabdc0.html#axzz3niXjZBHC;Patrick Jenkins, “Tennis with the FT: António Horta-Osório,” FT.com, July 27, 2012, http://www.ft.com/intl/cms/s/2/f3a0c8e8-d6b9-11e1-ba60-00144feabdc0.html; James Quinn, “Antonio Horta-Osorio Is Leading Lloyds Back to Health with Aplomb,” The Telegraph, February 27, 2015, http://www.telegraph.co.uk/finance/newsbysector/banksandfinance/11441430/Antonio-Horta-Osorio-is-leading-Lloyds-backto-health-with-aplomb.html; “Antonio Horta-Osorio Profile: The Banker Who Swims with Sharks and Hada Good Recession,” The Telegraph, November 10, 2011, http://www.telegraph.co.uk/finance/newsbysector/banksandfinance/8107440/Antonio-Horta-Osorio-profile-the-banker-who-swims-with-sharks-and-hada-good-recession.html; Jill Treanor, “Lloyds Boss Defends His Record as Four Years of ‘Doing the Right Thing’,” The Guardian, March 28, 2015, http://www.theguardian.com/business/2015/mar/28/lloyds-bossantonio-horta-osorio-defends-record; Dan Milmo, “Lloyds Bank Boss Horta-Osório Returning to Work after Sick Leave,” The Guardian, December 14, 2011, http://www.theguardian.com/business/2011/dec/14/ lloyds-bank-antonio-horta-osorio-returns; Julia Werdigier and Landon Thomas Jr., “At Lloyds, a Bank andIts Boss on the Rebound,” Deal Book, December 27, 2013, http://dealbook.nytimes.com/2013/12/27/at-lloyds-a-bank-and-its-boss-on-the-rebound/; Julia Werdigier, “Lloyds Chief, after Medical Leave, Turns Down Bonus,” Deal, Book, January 13, 2012, http://dealbook.nytimes.com/2012/01/13/lloyds-chiefturns-down-bonus/. Questions 12-16. What leadership traits does Antonio Hotra-Osorio demonstrate as a result of his ability to resume his role at Lloyds Bank after such a personal issue? Answer: Antonio Horta-Osorio demonstrates several key leadership traits as a result of his ability to resume his role at Lloyds Bank after facing significant personal issues: 1. Determination: Horta-Osorio's ability to overcome personal challenges and return to his leadership role at the bank exemplifies a high level of determination. Despite facing stress-related symptoms, he persisted in his recovery and ultimately proved wrong the skeptics who doubted his ability to return to his position. 2. Resilience: Resilience is the ability to bounce back from setbacks or adversity. Horta-Osorio's experience highlights his resilience in the face of personal and professional challenges. Despite encountering difficulties, he was able to recover and return to his leadership role with renewed strength and determination. 3. Perseverance: Perseverance involves persisting in pursuit of goals despite obstacles or challenges. Horta-Osorio's decision to continue leading Lloyds Bank after facing personal issues demonstrates his perseverance and commitment to achieving success, both personally and professionally. 4. Self-awareness: Horta-Osorio's reflection on his experience during his recovery process shows a level of self-awareness. He recognized his own strengths and weaknesses, as well as the importance of taking care of his personal and mental health. This self-awareness likely contributed to his ability to bounce back and lead effectively upon his return to the bank. 5. Adaptability: Effective leaders are adaptable and able to navigate through changing circumstances. Horta-Osorio's ability to adjust his approach, seek support from others, and develop strategies for success despite facing personal challenges demonstrates his adaptability as a leader. Overall, Antonio Horta-Osorio's experience underscores the importance of determination, resilience, perseverance, self-awareness, and adaptability in effective leadership. His ability to overcome personal issues and successfully resume his role at Lloyds Bank serves as a powerful example of leadership in the face of adversity. 12-17. Are there other examples of leaders who have been able to overcome such adversity? Who are they? Did they approach the problem as Hotra-Osorio did? Answer: Examples may include inventors, sports heroes, arctic explorers, military legends, organizational leaders, theologians, and artists. They should have displayed perseverance in the face of fatigue and exhaustion or have overcome other obstacles in order to attain a goal. 12-18. To what degree is it possible to develop leadership traits? Are they innate? What are some ways one can develop persistence? Answer: The development of leadership traits is a complex interplay between innate characteristics and learned behaviors. While some individuals may possess natural tendencies or predispositions towards certain leadership traits, many aspects of leadership can be developed and enhanced through deliberate effort and practice. 1. Innate vs. Learned Traits: Some leadership traits may have a genetic or innate component, such as personality traits like extraversion or conscientiousness. However, research suggests that the majority of leadership traits can be cultivated and developed over time through learning, experience, and self-awareness. 2. Development through Experience: Leadership traits can be developed through hands-on experience and exposure to leadership opportunities. Engaging in leadership roles, taking on challenging projects, and seeking out opportunities for growth and development can help individuals refine their skills and build confidence as leaders. 3. Education and Training: Formal education, leadership development programs, and training workshops can provide valuable knowledge and skills to enhance leadership effectiveness. Learning about leadership theories, communication strategies, decision-making processes, and conflict resolution techniques can contribute to the development of key leadership traits. 4. Feedback and Reflection: Seeking feedback from peers, mentors, and supervisors can provide valuable insights into one's strengths and areas for improvement as a leader. Reflecting on past experiences, successes, and failures can also help individuals gain a deeper understanding of their leadership style and identify areas for growth. 5. Resilience and Persistence: Persistence, a key leadership trait, can be cultivated through deliberate practice and mindset shifts. Some ways to develop persistence include setting clear goals, breaking tasks into manageable steps, maintaining a positive attitude in the face of challenges, learning from setbacks, and seeking support from others when needed. In conclusion, while some aspects of leadership may be innate, the majority of leadership traits can be developed and enhanced through intentional effort, practice, and self-awareness. By actively seeking out opportunities for growth, learning from experiences, and cultivating key traits such as persistence, individuals can become more effective and influential leaders. My Management Lab Go to mymanagementlab.com for Auto-graded writing questions as well as the following 12-19. Considering the chapter and Case Incident 2, why would a personalized leadership development program be preferable to a best-practices teaching program? Answer: A personalized leadership development program would be preferable to a best-practices teaching program for several reasons, particularly when considering the context of Case Incident 2: 1. Tailored Approach: A personalized leadership development program allows for individualized attention and customization based on the specific needs, strengths, and goals of each participant. In the case of Antonio Horta-Osorio, who faced personal challenges and stress-related symptoms, a personalized approach would be more effective in addressing his unique circumstances and supporting his development as a leader. 2. Focus on Individual Growth: Best-practices teaching programs typically provide generic strategies and techniques that may not fully resonate with each participant's unique leadership style or situation. In contrast, a personalized leadership development program emphasizes the individual's growth journey, facilitating self-awareness, reflection, and targeted skill-building to address areas of improvement. 3. Adaptability: Personalized leadership development programs are more adaptable and flexible to accommodate changes in circumstances or evolving needs. As demonstrated in the case of Horta-Osorio, who encountered personal issues that impacted his ability to lead effectively, a personalized approach allows for adjustments and support tailored to the individual's situation. 4. Long-term Effectiveness: By focusing on the individual's development journey and providing ongoing support and guidance, personalized leadership development programs are more likely to yield sustainable and long-term improvements in leadership effectiveness. Participants are empowered to take ownership of their development and continue growing beyond the duration of the program. 5. Engagement and Motivation: Personalized leadership development programs foster greater engagement and motivation among participants, as they feel valued and supported in their growth journey. When individuals receive personalized attention and feedback tailored to their needs, they are more likely to feel motivated to invest time and effort into their development. In summary, a personalized leadership development program offers numerous advantages over a best-practices teaching program, particularly in supporting individuals like Antonio Horta-Osorio who may be facing personal challenges or seeking targeted development in specific areas. By prioritizing individualized attention, customization, adaptability, and long-term effectiveness, personalized programs can significantly enhance leadership development outcomes. 12-20.Do you think leaders are more ethical now than ever before? Why or why not? Answer: Determining whether leaders are more ethical now than ever before is a complex and subjective matter. While it is difficult to make a definitive statement about the overall ethical behavior of leaders across time, there are several factors to consider when examining this question: 1. Increased Scrutiny: In today's digital age, leaders are under more intense scrutiny than ever before. With the rise of social media and 24/7 news coverage, unethical behavior is more likely to be exposed and widely disseminated. This increased transparency can serve as a deterrent to unethical behavior and may contribute to a perception that leaders are more ethical. 2. Growing Awareness: There is a greater awareness and emphasis on ethics in leadership today compared to the past. Ethical leadership has become a prominent topic in management literature, and organizations increasingly prioritize ethics in their policies and practices. This growing awareness may lead to more ethical decision-making among leaders. 3. Regulatory Environment: Regulatory frameworks and legal standards have evolved over time to address unethical behavior in leadership. Stricter regulations, compliance requirements, and enforcement mechanisms may deter unethical conduct and hold leaders accountable for their actions. 4. Changing Values: Societal values and expectations regarding ethical behavior have evolved over time. There is a greater emphasis on social responsibility, sustainability, and corporate ethics in today's business landscape. Leaders may be more attuned to these values and incorporate them into their decision-making processes. 5. Globalization and Diversity: With increased globalization and diversity in the workforce, leaders are exposed to a wider range of perspectives and ethical considerations. This exposure may foster greater empathy, cultural sensitivity, and ethical awareness among leaders, leading to more ethical behavior. However, despite these factors, it is important to recognize that unethical behavior still occurs among leaders in various sectors and industries. Scandals involving corporate fraud, corruption, and misconduct continue to make headlines, indicating that unethical behavior persists despite efforts to promote ethical leadership. In conclusion, while there are reasons to believe that leaders may be more ethical now than in the past, it is not possible to make a blanket statement about the ethical behavior of leaders across time. Ethical behavior is influenced by a complex interplay of factors, and it is essential for organizations and society to remain vigilant in promoting and upholding ethical standards in leadership. 12-21. My Management Lab Only – comprehensive writing assignment for this chapter. Answer: Introduction: In today's rapidly changing and interconnected world, the role of ethical leadership has become increasingly prominent and complex. Leaders are faced with a myriad of challenges, ranging from navigating global crises to addressing issues of social justice and sustainability. As such, understanding the principles of ethical leadership and how they apply in the modern landscape is essential for effective organizational governance and societal progress. Body: 1. The Evolution of Ethical Leadership: • Discuss the historical evolution of ethical leadership theories, from ancient philosophical teachings to contemporary management literature. • Highlight key milestones and influential thinkers who have shaped our understanding of ethical leadership over time. • Explore the shifting societal values and cultural norms that have influenced the development of ethical leadership concepts. 2. Contemporary Challenges in Ethical Leadership: • Identify and analyze the ethical challenges faced by leaders in the modern business environment, including issues such as corporate governance, corporate social responsibility, and ethical decision-making. • Discuss the impact of globalization, technological advancements, and social media on ethical leadership practices. • Examine case studies and real-world examples to illustrate the complexities of ethical dilemmas faced by leaders today. 3. The Role of Leaders in Promoting Ethical Behavior: • Explore the responsibilities of leaders in fostering a culture of ethics and integrity within organizations. • Discuss strategies for promoting ethical behavior, including the importance of transparency, accountability, and ethical decision-making processes. • Highlight the role of ethical leadership in building trust, employee engagement, and long-term organizational success. 4. Navigating Ethical Leadership in Times of Crisis: • Examine the unique ethical challenges faced by leaders during times of crisis, such as natural disasters, public health emergencies, or financial downturns. • Discuss the importance of ethical leadership in guiding organizations through turbulent times and maintaining stakeholder trust. • Analyze case studies of leaders who have effectively managed crises with integrity and transparency. 5. Emerging Trends and Future Directions: • Explore emerging trends and best practices in ethical leadership, including the rise of purpose-driven organizations, stakeholder capitalism, and sustainable leadership. • Discuss the role of technology, artificial intelligence, and data analytics in enhancing ethical decision-making and governance. • Consider future challenges and opportunities for ethical leadership in an increasingly complex and interconnected world. Conclusion: In conclusion, ethical leadership remains a critical aspect of effective governance and organizational success in the modern era. By understanding the historical foundations, contemporary challenges, and emerging trends in ethical leadership, leaders can navigate complex ethical dilemmas with integrity, compassion, and foresight. As we continue to evolve and adapt to the changing landscape of leadership, the principles of ethical leadership will remain essential for creating a more just, sustainable, and prosperous world. Instructor’s Choice Applying Concepts
As evidenced by the growing number of corporate scandals of which almost all involve the CEO and other top officers, corporate America in many cases is missing one essential leadership ingredient—character. Character building may well be one of the new buzz words that will be heard across the airways and Internet in the next few years as a prescription for what is wrong with our current state of top management. Corporate leadership has failed its character test in the last few years and has some ground to make up in the future. Character is not just a manager’s psychological profile carried to an extreme. It is, to use an old phrase, doing the right things, not just doing things right. To learn about character, young executives should go through self-awareness training, study, and, most importantly, experiential training with respect to character issues. As plebes in the U.S. Military Academy at West Point, “new” managers of men and women are taught eleven principles of leadership from the Army’s manual, Principles of Leadership. The principles (summated) are as follows: (1) Know yourself and seek self-improvement; (2) Be technically and tactically proficient; (3) Seek responsibility and take responsibility for your actions; (4) Make sound and timely decisions; (5) Set the example; (6) Know your subordinates and look out for their well-being; (7) Keep your subordinates informed; (8) Develop a sense of responsibility in your subordinates; (9) Ensure that the task is understood, supervised, and accomplished; (10) Train your personnel as a team; and (11) Employ your wit in accordance with its capabilities. Following these principles can certainly improve one’s character. 1. Write a one-page paper on your views toward the importance of character in effective leadership. 2. Using the eleven principles of leadership in the exercise, list which principles would be most instrumental in developing character in a leader. 3. Select a business leader. Do research on the leader’s past managerial and leadership accomplishments. Once this is completed, match the chosen leader’s profile to the eleven principles listed in the exercise. Discuss your findings in a short one- to two-page paper. Instructor Discussion This exercise asks students to review information provided on the issue of character and character building as an ingredient in effective leadership. One of the chief reasons for a leader to ascribe to the philosophy of Management by Wandering Around (WBWA) is so that the leader will constantly be exposed to subordinates and what they are doing and accomplishing. Note that many of the eleven principles can be directly related to the management and involvement of subordinates. Also note that many of the principles are related to character building. The students should be able to match these principles (even if in an abstract sense) to information provided in almost any historical profile of an industry leader. More difficult to determine is whether the industry leader has a character positive or a character flaw. Students should be encouraged to discuss the issue of character as it relates to leadership. Exploring OB Topics on the Web
1. Learn about your personal leadership characteristics by taking the following assessment instrument at http://www.nwlink.com/~donclark/leader/survlead.html. The survey is designed to provide you with feedback about your level of preference or comfort with leadership characteristics and skills. Note what your strengths are and areas for development. 2. Go to http://www.nwlink.com/~donclark/leader/leader.html. This website provides free access to extensive materials on group leadership. Once at the website, scroll down through the topics and choose one that interests you. Write a two-page paper on the topic. (Feel free to do additional searches if you need more information.) Bring the paper to class for your instructor. 3. Find five companies whose CEOs have left (for reasons other than normal retirement) in the past 12 months. Assess their company’s profit performance against the average for their industry group. Using terms such as “CEO” + “turnover” or “resignation” will yield a number of results. To find the stock price performance, you can then use any of a number of online services such as www.cnnfn.com. What did this exercise tell you? Write a short paper on what you learned. 4. Leading can be a difficult task. It is hard to know what other leaders are thinking, what is important to them, and how they do it day in and day out. Visit the U.S. Coast Guard’s website and read how leaders do their job every day from their own essays. Go to http://www.uscg.mil/hq/g-w/g-wt/g-wtl/essays/index.htm. Select two essays and print them. Apply a leadership theory to the writer’s thoughts. Bring it to class for a group discussion. Solution Manual for Organizational Behavior Timothy A. Judge Stephen P. Robbins 9781292146300, 9780133507645, 9780136124016
