Leadership Case

In: Business and Management

Submitted By Fr4nky
Words 4002
Pages 17
CHAPTER 4

Leadership Behaviors, Attitudes, and Styles

The purpose of this chapter is to provide the reader with an understanding of basic leadership behavior and attitudes, as well as styles. Some of the information goes back to classic studies conducted in the 1950s and 1960s, and some is recent. Several other topics are featured: servant leadership, and how leaders use 360-degree feedback to fine-tune their behaviors, entrepreneurial leadership styles, and gender differences in leadership.

CHAPTER OUTLINE AND LECTURE NOTES
This chapter covers pioneering information about leadership behaviors and attitudes that served as the basis for studies of leadership styles and contingency theories of leadership. A sampling of these styles is presented as well as current information about behaviors, attitudes, and styles. An effective leader is one who facilitates group members’ attaining productivity, quality, and satisfaction.

I. THE CLASSIC DIMENSIONS OF CONSIDERATION AND INITIATING STRUCTURE The Ohio State studies developed questionnaires about leaders that included self-assessments and assessments by subordinates. This research became the foundation for most of the future research about leadership behavior, attitudes, and styles. Two dimensions (as identified by factor analysis) accounted for 85 percent of the variance in descriptions of leadership behavior. Consideration is the degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust. Leaders who score high on the consideration factor typically are friendly, trustful, earn respect, and have a warm relationship. Making connections with people is part of consideration.

Initiating structure is the degree to which the leader organizes and defines relationships in the group by activities such as assigning specific tasks, specifying procedures to be…...

Similar Documents

Xilinx Case - Charismatic Leadership

...Question 2 [Xilinx] The variables that indicate charismatic leadership are described below, with an analysis of Wim Roelandts’ performance in each category. The case describes other instances of the Xilinx executives exhibiting some of the characteristics of charismatic leadership below but none of the examples mentioned incorporate as many of the variables as Wim Roelandts. The circumstances surrounding Wim Roelandts’ transition to Xilinx reflect many of the external factors generally perceived as characteristics of a charismatic leader. He came in from another successful firm, HP, with the goal of instituting visionary changes at Xilinx. He brought with him the idea that Xilinx could be both a firm which valued employees and treated them well while maintaining competitiveness in the market. Wim shares his vision of the company with the other managers as well as with the employees and motivates the members of the organization to work together to make the company a success and the workplace employee friendly. He maintains avenues of communication with employees even though it has become too difficult to speak with them in person. The employees make it clear that the emphasis on the value of their input and respect for their ideas is a key factor in their satisfaction despite other difficulties that might have engendered employee dissatisfaction. Charismatic leadership is an attribution based on follower perceptions of their leader’s behavior. Charismatic leaders… ...

Words: 1282 - Pages: 6

Leadership in Organization Cases

...Cases Chapter 2: Managerial Traits and Skills National Products Susan Thomas is the vice president for human resources at National Products, a manufactuting company in Australia with 500 employees. The company has an opening for a general manager in one of its product divisions, and the president asked Susan to review the backgrounds of three depaltment managers who are interested in being promoted 10 this position. She is expected either to recommend one of the three internal candidates or to begin recruitment of external candidates. The internal candidates are Ch~lrley Adalns, Bill Stuart, and Ray Johnson. The following information about each candidate was obtained from performance records, interviews with the candidates, and discussions with the lx)ss of each candidate. Charley Adams Charley Adams has been a production manager for the past 8 years, He is an easy-going person who loves to swap jokes and tell st()Iies. Charley stresses the importance of coopera.tion and teamwork. He is uncomfortable with conflict, and he tries to smex)th it over quickly or find an acceptahle compromise. Before becoming a manager, Charley was always willing to take on extra assignments for his hoss and to provide helpful advice to less-experienced coworkers in his department Charley is proud of his reputation as a "good team pJayer" and a loyal "company man." It is important to Charley to be liked and appreciated by people in the organization. Charley comes from a cultural background......

Words: 501 - Pages: 3

John Smithers Case in Leadership

...January 30, 2009 Professor Curry Case # 2: John Smithers Participating Members: CANADY, WR. Response Summary: Group Response to the John Smithers’ Case 1. In the case of Sigtek, was the change to a Six-Sigma Quality program a directed change or an elected change for the company? Does this make a difference in how top management supported change of the organization? Identify at least two instances in the case, which demonstrate the level of support provided by top management. It was definitely a directed change after the dismal first [1st] quarter of 2001, Telwork a $5 billion European organization seized the opportunity to capitalize off a poorly managed company. The direct change was to find acceptable solutions to problems Sigtek faced in the area of quality, production, and managerial practices. The change was also to implement Six Sigma Quality program, primarily, because the model was successful in other large organizations. Nonetheless, we agree that Telwork fail to adequately plan and research Sigtek before implementation to range its effectiveness. Because the change was not elected, support rendered by Richard Patricof, VP of Operations, other members of management, and several employees served as a facade, a false cover for non-supportive management as in the case of Sigtek. There was one prominent supporter of Six-Sigma, John Smithers, the Engineering Service Manager and passively Andrew Cross, VP of Engineering. To complicate......

Words: 1040 - Pages: 5

Case Study 6.1 Leadership

...Case study 6.1 Chapter 6 In the Contingency Theory of leadership, the success of the leader is a function of a range of factors in the form of subordinate, task, and group variables. The effectiveness of a given pattern of leader behavior is contingent upon the demands imposed by the situation. Leaders with such a high LPC score are often more concerned with personal relations, more sensitive to the feelings of others, and better off at heading off conflict. They use their good relations with the group to get the job done. They are better able to deal with the complex issues in making decisions. In high control situations, they tend to become no longer challenged. They may seek approval from their superiors ignoring their subordinates. They may try to reorganize the task. As a result, they can become insensitive toward their subordinates, more concerned with performance of the task. In moderate control situations, they focus on group relations. They reduce the anxiety and tension of group members, and thus reduce conflict. They handle creative decision making groups well. They see this situation as challenging and interesting and perform well in it. In low control situations, they become absorbed in obtaining group support often at the expense of the task. Under extremely stressful situations, they may also withdraw from the leadership role. The book also states that some situations cannot be changed and still are effective for the group. I would give Tamara a 6 with a......

Words: 459 - Pages: 2

Case Issue in Leadership

...CASE 13- ISSUES IN LEADERSHIP 4TH DECEMBER, 2014 Right Boss, Wrong Company Betty Kesmer was continuously on top of things. In school, she had always been at the top of her class. When she went to work for her uncle’s shoe business, Fancy Footwear, she had been singled out as the most productive employee and the one with the best attendance. The company was so impressed with her that it sent her to get an M.B.A. to groom her for a top management position. In school again, and with three years of practical experience to draw on, Kesmer had gobbled up every idea put in front of her, relating many of them to her work at Fancy Footwear. When Kesmer graduated at the top of her class, she returned to Fancy Footwear. To no one’s surprise, when the head of the company’s largest division took advantage of the firm’s early retirement plan, Kesmer was given his position. Kesmer knew the pitfalls of being suddenly catapulted to a leadership position, and she was determined to avoid them. In business school, she had read cases about family businesses that fell apart when a young family member took over with an iron fist, barking out orders, cutting personnel, and destroying morale. Kesmer knew a lot about participative management, and she was not going to be labeled an arrogant know-it-all. Kesmer’s predecessor, Max Worthy, had run the division from an office at the top of the building, far above the factory floor. Two or three times a day, Worthy would summon a messenger......

Words: 769 - Pages: 4

Case Study Power and Leadership

...Benjamin Genous DeVry University Week 6 Assignments –Case Study Management 303 1. Brief describe the five kinds of power available to leaders and/or managers. I. Reward power, means an employee believes they are going to get some type of reward for doing their job. The reward could be pay, days off, etc. The employee believes the reward will be coming from the supervisor. II. Coercive power is a supervisor intimidating an employee to do the work or they can be fired or demoted. This can be compared to someone having a power trip complex. III. Legitimate Power, does an officer believe that the orders being given are true even if they may be coming from a higher power that does not normally give out orders to the police. An example used is an officer receiving powers from the Chief of Police and the commanding officer follows through to make sure their officers are conducting the instructions. The officer believes in his commander as he works with them all of the time and although the Chief is the highest manager, the officer knows that the commander is the one who will be making sure follow through takes place. IV. Referent power is when one person has an attraction somehow to the person giving the power. The individual will basically do anything the person with power says because the attraction is so strong. An example could be a group of teens with one teen just trying to become one of the members and they tell him to jump off a bridge. The......

Words: 2258 - Pages: 10

Case Study; Situational Leadership

...GROUP 6 You Decide| Case Study Prepared by: Administrative Office Management P4112 Ang Cabuena Cristobal Serrano 1. Would your leadership style be the same for working with your staff and the sales associates? 2. If you answer yes, explain what the style you would use and why. If you answer no, explain what style you would use with each party and why? Yes, we chose situational leadership style. Situational leadership is based upon combining levels of directive behavior and supportive behavior. You can think of directive behavior as an order and supportive behavior as providing support or guidance. It focuses on four major different leadership behaviors based on the levels of directive and supportive behavior: * Telling is where the leader demonstrates high directive behavior and low supportive behavior * Selling is where the leader demonstrates high directive behavior and high supportive behavior * Participating is where the leader demonstrates low directive behavior and high supportive behavior * Delegating is where the leader demonstrates low directive behavior and low supportive behavior We will first arrange the role of each staff and further instruction regarding from the work, resulting for more effective and organized work. Making the sales agents handle the signs instalment, coordinating open house showing and dealing with clients with the leader’s support. Assisting by rental property manager for......

Words: 368 - Pages: 2

Nurse Management and Leadership Case Study

...Nurse Management and Leadership Case Study Nurse Management and Leadership Case Study Introduction Good leadership is necessary in every business organization. When it comes to nursing, every health center must have a good leadership that supports the nurses so that they can maximize their performance. However, for leadership to be of good quality there needs to be a good working environment in all aspects (Pinelli et al., 2004). The following is a case study illustrating an ideal working environment that supports good nurse leadership in health institutions. Type of Organization The organization that I would like to work in is a medium sized health care center. The facility is equipped with all the necessary gear needed to deliver quality healthcare services. There are over fifty doctors and seventy qualified nurses in the organization. The healthcare center serves over five hundred outpatient patients daily. It has enough facilities to cater for approximately 250 in-patients at any particular point. This health facility has taken into consideration the guidelines that make it professionally fit for an advanced nursing role. The development and implementation of good governance in this facility has been taken seriously in order to promote the nursing role. The following are some of the principles that have been implemented in order to promote good governance in this health facility. The organization looks at all the aspects of service delivery to promote good......

Words: 979 - Pages: 4

Management and Leadership: Admiral Kimmel Case

...Abstract This case centers on Admiral Kimmel, the commander in chief of the Pacific Fleet, whom was a major center of contact during the summer of 1941. Admiral Kimmel’s assignment was to train key personnel and supply basic equipment during this threat of war [time]. It was also Admiral Kimmel’s responsibility to communicate with Washington, D.C. to stay abreast on the up to-the –minute details about the war with Japan. Throughout this excerpt, we will analyze a few of Admiral Kimmel’s actions towards his duties as a leader. The intent of this paper is to denote the leadership and management functions of Admiral Kimmel as they were presented in case. After specifying various management and leadership functions, the task is to list and discuss these functions and evaluate the leadership failures and recommendations that could improve his role as a leader. As previously stated, Admiral Kimmel was the Commander in Chief of the Pacific Fleet. His responsibility was to ensure that troops were prepared and that Pearl Harbor was protected. As days began He was also instructed to “execute appropriate defensive deployment” preparatory to carrying out the naval war plan (Whetten and Cameron, 1998). Our text tells us that management functions consist of planning and budgeting, planning and staffing, and controlling and problem solving. Planning and budgeting entails establishing detailed steps and timetables for establishing needed results. Organizing and staffing......

Words: 1080 - Pages: 5

Leadership Case Problem

...Week 5 Case Assignment Read Ch. 7's Leadership Case Problem A - "Ray, The Empowered Athletic Club Director" pp. 242-243.  Analyze Questions 1-3. 1. How effective is Larry’s approach to empowering Ray to boost enrollment? I would say that Larry’s approach to empowering Ray to boost enrollment wasn’t effect at all. Larry told Ray, “Ray you are empowered as the manager to boost enrollment working within your advertising budget. Boosting enrollment is your responsibility, not mine….” With that being said I would say that isn’t much of an empowerment speech or boost. He should have given him some ideas of how to get more people in because it was clear that Ray was doing everything to try. There isn’t much Larry can do to empower him to boost enrollment, with Ray already putting out flyers, advertising on social media, as well as advertising word-of-mouth. Like Ray said they are competing with all of the other fitness clubs around the town so will be hard to get more people to join Modern Fitness. 2. Which political tactic or tactics do you recommend Ray to use to deal effectively with his empowering boss? I would recommend a few political tactics for Ray to use to deal effectively with his empowering boss. One would be changing the sales pitch, this is what draws in the gym members. His boss wants the number of gym enrollment to increase and this could help. With a great sales pitch it could have people come in to see what the gym has to offer. Secondly, get......

Words: 1014 - Pages: 5

Leadership Styles Case Study

...The type of leadership practiced at NCF is transactional. Transactional leaders focuses more on a series of transactions. This person is interested in looking out for oneself, having exchange benefits with their subordinates and they clarify a sense of duty with rewards and punishments to reach goals. At NCF the leader sends out a memo to all employees stating that dual relationships could be grounds for termination. She also encourages employees to report any non-sanctioned interaction between the social workers and clients. This leader is trying to reach her goals on a system with rewards and punishments. This makes it clear that this type of leadership is transactional. Transformational leadership is practiced at SSS. Transformational leadership is defined as an approach to cause change in individuals and social systems. This type of leadership is to form followers into leaders. The leader is getting everyone motivated to work as a whole in getting their goals reached. At SSS the leader holds a meeting to explain what they have learned about dual relationships. The leader here is encouraging the employees to give their input on this subject. These individuals have a right to speak their mind, which is helping them to become leaders rather than followers. This is how you know this type of leadership is transformational. The type of leadership I would recommend for a human service organization is transformational. The reason is because when assisting clients......

Words: 293 - Pages: 2

Leadership Case Study

...will calm down the crowd. Reasonable behavior would include putting together a new type of committee on the issue, to be detailed later. The point of the university is to educate its students in an environment that represents equality. If the university decided to not take a stand on this issue and encourage education and equality- how does this uphold the core values of the university? Moral and Ethical issues              The University is using Situational Leadership Theory to solve its dilemma. Similar to other contingency theories, Situational Leadership Theory assumes that effective management skills require a leader to be able to diagnose the situation properly and create applicable solutions once the problem is diagnosed. In this case we strive to do the right thing as according to our University as a whole, which includes the administration, faculty, staff, and students, by taking charge of the situation and identifying the issues involved as well as the possible solutions. Using Situational Leadership Theory, the University will create an implementation plan for both immediate and future effect. As a public institution, we strive for the respect and fairness given to all of our students. Not acknowledging the issues presented by the students would go against our belief in equality. As a university we strive to abide by our standards outlined in our mission statement and regard treating each student and student group with the utmost respect and fairness. The......

Words: 2321 - Pages: 10

Case Mastering Teacher Leadership

...the problem that the new president of the old established company is facing and he must make the best possible decisions to proceed further so that this company can go back to a profitable status. It is fair to say that all decisions related to business related matters are about problems of some sort, and decision processes are usually different from company to company. An important difficulty in a decision dilemma is failure to act until one is too close to the decision point—when sometimes information and options are greatly limited. Managers and/or organizations usually work or respond in a “reactive” mode. Problems are “found” only after the issue has begun to have a negative impact on the company, such as the case of the problem for the new president. He stated in the question scenario, that he felt the company was operating inefficiently. 2 Nevertheless, proactivity can be a great strength to the president in his decision making tactics, but it requires a decision strategy intelligence process that is absent from many managers as leaders within the organization. Therefore it is the opinion of the student that the following crucial questions are required to help guide the new president to make the right decisions: • Identifying where exactly the problem lies; • Correctly......

Words: 2478 - Pages: 10

Global Strategy Leadership Case

...PATTIES FOOD LTD Module 1: INTRODUCTION TO STRATEGY AND LEADERSHIP Key questions Concepts/Models/approaches that can be used to answer the key questions: Applicability / Case facts support What are the forces behind globalisation Competitive forces 4&20 products to US and halal for Asia Technological forces Social forces AFL Sponsorship Political forces What are the challenges and benefits of globalisation Challenges (competition, distribution, macro-economic, socio-economic, financial, legal, physical, political, socio-cultural, labour, globalisation of Risk) Benefits (cost, timing, learning, arbitrage) What are the ways strategy can be developed? Processual Rational Seems to fit in this situation Evolutionary Systemic Family members on the board could influence cultural values etc. Fuzzy What’s included in a strategy development process and strategic planning? Defining organisational purpose (Where are we going?) External and internal environment analyses (What is the gap between where we are now and where we want to be?) Formulating and implementing strategy(How do we get there? And what are the financial aspects of value creation?) What are the three levels of strategy? Corporate Strategy Framework Business Functional What kinds of leadership style and approaches are there? Situational Transformational Transactional How does ethics and corporate social responsibility influence strategy? The classical view The......

Words: 1954 - Pages: 8

Ge Leadership Case

...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 Phil Parkinson _ Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...........

Words: 4567 - Pages: 19