The Leadership Experience 8th Edition Richard L. Daft - Solutions

Discover comprehensive solutions with "The Leadership Experience 8th Edition" by Richard L. Daft. Access an online answers key and solution manual featuring detailed answers and solved problems. Dive into a solutions PDF complete with step-by-step answers, perfect for mastering textbook concepts through questions and answers. Enhance your learning with the test bank and chapter solutions, tailored to guide you through each topic. Whether you're seeking an instructor manual or looking for a free download, our resources ensure a thorough understanding of leadership principles, providing invaluable support for students and educators alike.

What experiences could you give yourself and your employees that would get them to “think bigger and more broadly” about what could be done to move your organization to a new, higher trend-line?
Could you lead a process of visioning in your organization that would lift people’s ideas beyond their own sense experience? How would that work for you in your context?
What or who has ever made you think beyond what you thought were the bounds of possibility? How did they do that?
How can you encourage those whom you lead to be courageous in their actions?
What acts of courage have you seen in your personal or business life?What forces acted on those people to influence their actions?
Can you think of situations in the past where you did not, in retro spect, match up to your own standards of courage? What stopped you doing so? What did you learn from those incidents?
Do you run “postmortems” on decisions that did not result in good outcomes in which you accept accountability, and then lead the learn ing process so they don’t happen again?
Is this accountability ethic embraced throughout your organization, and is it manifested in behaviors toward all stakeholders (customers, shareholders, suppliers, etc.)?
Do you hold yourself fully accountable for the successes and failures with which you are associated, directly (through control) or indirectly(through your leadership in your organization)?
When you see an injustice taking place within your organization, what do you do about it? What are your options? How do you choose between them?
When you decide to adopt a strategy such as WestJet’s, how far do you have to go to maintain a reputation for justice? Is it even possible?
When you decide to build a reputation for justice, or even to talk about justice in organizations being a good thing, what risks are you tak ing? What constraints are you putting on how you, personally, act and speak? How you will deal with others in your organization?
What is your personal risk appetite? Have you developed your own approach to taking risk, or playing it safe? What are you prepared to lose in your search for positive returns in your work and your life?
Even when seething inside, can you project calmness?
As a leader, do you display temperance at the right times, in the right places?
Do you (sometimes) veer toward being self-righteous when dealing with wrongdoing and are there ways in which you could minimize this possibility while still speaking up and speaking out?
When you see wrongdoing in your organization, do you challenge it or ignore it?
Do you walk the talk? Are you authentic, candid, transparent, princi pled, and consistent?
Do I ensure that I am not cutting myself off from people who are at a different level or status than I am – especially customers, suppli ers, employees, and shareholders – who may have valuable inputs that I may not be getting?
When making important decisions in life or work, do I make sure to get the inputs of others, no matter how right I think my own inclinations are?
Are my ego strengths accompanied by humility? Do I keep my ego in check, so that I can learn from my mistakes and appreciate the strengths and value of others?
When you have had to do something really tough – like firing an employee, or laying off people for whom you have no work – have you considered how they will be affected by this, and how they will feel about it? And have you looked for ways to protect their sense of dig nity and self-respect,
Do you treat others with whom you work – even those with whom you have significant disagreements or conflict – with compassion?
To what extent have you managed to reflect your own, personal humanity in what you do for work, and how you behave in the workplace?
Have you explored the degree of interconnectedness within your industry, between governments and your business, within your supply chain, with your customers?
In your current role, have you maximized the opportunities for col laboration within your organization?
To what extent are you, personally, a “collaborative” person? Are you cooperative, collegial, flexible, and open-minded?
Is your drive controlled and exercised with good judgment, so that it does not overwhelm other important dimensions of character, such as collaboration, humanity, humility, justice, and temperance?
Do you demonstrate passion, vigor, results-orientation, striving for excellence, and initiative in both your day-to-day behaviors as a leader, and in the longer-term decisions and actions you take?
Do you have drive (an internal wellspring of energy to achieve excel lence), or are you driven by external forces?
Can character be learned, developed, shaped, and molded?
Can character be assessed?
3. In other words is your organization in the foothills or on the road to the peak of Mission Mastery?
2. Would you say your organization is close to the British Civil Service?
1. Having assessed the performance of your organization against the five Pillars in Chap. 1, is your assessment a “pass” or a “fail”?
4. If your organization has a set of values, are they clearly lived out at all Levels? If not, why not?
3. If culture is an output what are the healthy driving factors in your organization?
2. What behaviours would you see if you had a winning culture?
1. How would an outsider describe the culture of your organization?
4. When people return from training courses, or learning programmes, what can you do to follow up and strengthen their learning through further orchestrated experience(s)?
3. If you have a ‘leadership competencies’ model on what basis is a ‘promotion’ calibrated: evidenced potential or is it simply based on good performance?
2. Are key boundary moves identified and proactively managed to produce vital learning experiences for the best leaders?
1. Is experiential learning orchestrated in your organization or is it haphazard? What is the basis of a promotion?
5. How does your organization benchmark against the 10 leadership development practices of the best companies?
4. Who is ultimately accountable for leadership development in your organization and what targets (e.g. cover by level) are set and measured to identify progress?
3. Which is the critical layer of leadership development in the organization—why?
2. How are potential leaders identified: is the process reliable, consistent, robust, open and based on merit?
1. Leadership development requires: • An role with unambiguous accountability • A competent incumbent • A lean structure aligned to Levels of accountability• A valid potential assessment framework aligned to those Levels • Top management trained in the use of that framework How would you
4. If good people have underperformed in a new job how much was due to the person, the accountability of the job and/or the structure?
3. Are the number of layers and average spans in balance: if not, where is the problem and how can it be solved?
2. Does it therefore have too few or too many layers: where are the pinch- points?
1. How many levels of accountability exist in your organization?
4. Do your leaders spend more time on controlling and generating friction in the organization rather than giving space to lead: if so what action is needed by you?
3. Do you recognise any of Moltke’s three traps in your organization: if so what needs to be done to overcome them?
2. How confident are you that the two layers below you understand your objectives?
1. Is your organization’s mission clear and if so how well do those whom you lead understand the what and why of the strategy and are they well trained to perform as a consequence?
4. What practices and beliefs is your organization holding on to, which are holding you back?
3. Is your organization better at adapting to changing circumstances and learning from them than your competition?
2. What are your organization’s strengths and weaknesses in these five areas?
1. How does your organization measure up against the five Pillars of Mission Mastery: Mission, Organization Design, Leadership Development, Experiential Learning and Culture?
3. What are the advantages/risks of embarking on this journey?
2. Where do you see it will have the most benefit?
1. How is the Mission Mastery journey relevant to your organization?
Why do you think it is hard for people to use candor when giving feedback to a colleague or direct report? Explain.
The company CoStar is offering employees a chance to win various generous rewards, such as a Barbados trip, for getting vaccinated for COVID-19 and returning to work at the office. What motivation theory described in the chapter does this example illustrate? Do you think this approach will motivate
How might empowerment help meet the needs in Maslow’s hierarchy of needs theory as described in the chapter? Consider both psychological factors and the job characteristics model in your answer.
During bad economic times, some companies may freeze pay raises or even cut pay for some employees so they can offer substantial raises to people considered star performers. As a motivational technique, does this practice seem like a good one to you? What might be some disadvantages of this
Describe the kinds of needs that people bring to an organization. How might someone’s personality characteristics—such as introversion/extroversion or openness to experience, as described in Chapter 4—influence the needs they bring to work?
How might Doris Radcliff deal with employee morale in light of the extremely high pay demanded by a star salesperson?
What options can you think of for handling Claire’s demand for even higher commissions? Which option would you choose? Why?
What theories of motivation help explain Claire’s demands and the reactions of other employees to those demands?
Do you consider it motivational and equitable when a substantial part of an employee’s pay is a bonus based on company results in a highly uncertain environment? Why?
What specific steps would you take if you were a senior executive in this situation?Explain why for each step.
What options can you think of for Dazz and Mark to mitigate the damage from unfulfilled expectations for the annual bonus?
Many visions are written and hung on a wall, perhaps with the help of a consultant.Do you think this type of vision has value? What would be required toimprint the vision within each person?
You’ve probably heard the saying that the journey is more important than the destination. If an organization’s mission is the journey, and the vision is the destination, is the mission more important than the vision? Discuss.
With what type of organization or business might the individual purpose of Achievement in Exhibit 7.5 be most compatible? The individual purpose of Caring? Explain.
A vision can apply to an individual, a family, a college course, a career, or decorating an apartment. Think of something you care about for which you want the future to be different from the present and write a brief vision statement for it.
A management consultant said strategic leaders are concerned with vision and mission, while strategic managers are concerned with strategy. Do you agree?Discuss.
What actions would you take to implement the mission you decide to adopt?
How would you try to resolve the underlying conflicts among key stakeholders about the Arts Center’s purpose and direction?
What mission for the new City Arts Center do you personally prefer? As director, would you try to implement your preferred mission? Explain.
A consultant recently argued that the emphases on scrupulously honest corporate governance and more social responsibility have distracted leaders from key business issues such as serving customers and beating competitors.Do you agree? Discuss whether leaders should put business issues first or
Self-driving cars may be taking over the road in a few years. The cars’ computers may have to be programmed to make ethical decisions, such as whether to prioritize passengers versus pedestrians in an accident or saving older versus younger people. Who should make these kinds of decisions in the
Look at the list in Exhibit 6.2. Which item would be easiest for you to perform?Which would be hardest? Explain why.
If it is immoral to prevent those around you from growing to their fullest potential, are you being moral? Explain.
The Wells Fargo Bank false accounts situation described in the chapter went on for years before being exposed. What is your explanation for why this unethical situation was not exposed earlier?
When ethics and profits collide, what is the right course of action to take? Is a statement of values to be treated as real or is it more for show?
When you have a “star” performer, is it reasonable for a leader to bend the rules of acceptable behavior? What if not bending the rules means losing William and possibly going out of business?
How should a leader approach a salesperson about a possible ethical infraction?
At which stage of Kohlberg’s moral development scale would you place Youssef Said, Russell Hart, and Bill Andrews? Why?
What amount or kind of courage will be required for Hart to disclose everything honestly? How would you advise Hart to acquire that courage?
What do you think Russell Hart should include in his report about Youssef Said? Why? What would you do in his position?
Evaluate each character’s level of courage. Discuss.
Rate the characters on their level of moral development. Explain.
List in order the characters in this story that you like, from most to least. What values governed your choices?
Think about the class for which you are reading this text as a system. How might the instructor making changes without using systems thinking cause a problem for students?
Have you ever experienced love and/or fear from leaders at work? Give an example. How did you respond?
Consider fear and love as potential motivators. Which is the best source of motivation for you? For salespeople? For top executives at a media conglomerate?Why?
Do you think mindfulness is a frivolous new age concept or something that leaders should seriously consider adopting? Explain.

Showing 200 - 300 of 507

The Leadership Experience 8th Edition Richard L. Daft - Solutions

Step by Step Answers