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

Discuss the similarities and differences between mindfulness and openmindedness.
Why is it so hard for people to change their assumptions? What are some specific reasons why leaders need to be aware of their mindset?
What does it mean to be a whole leader as described in the chapter? Can you give an example of a whole leader or nearly whole leader from your experience?Explain.
Do you think it is possible for Labo to shift to a new mental model? If you were Sam Cahill, what would you do?
What are some of the assumptions that shape the mindset of Sam Cahill? Of Tom Labo?
Describe the two different mindsets and mental models represented in this story.
Discuss Commander Alfonso’s level of emotional intelligence in terms of the four components listed in the chapter. How might he have benefited from Charm School? What advice would you give him?
Which do you think a leader should be more concerned about aboard a nuclear submarine—high certification grades or high-quality interpersonal relationships?Do you agree with Admiral Sullivan’s decision to fire Alfonso? Discuss.
Analyze Alfonso’s impact on the crew in terms of love versus fear. What might account for the fact that he behaved so strongly as captain of the USS Florida?
How realistic is it that Kagan (or anyone) can change his own leadership skills? What kind of help might he need?
Identify the behaviors described in this case that were damaging to Barry Kagan’s work relationships. Why would a manager behave this way? What negative consequences did these behaviors have on his peers and subordinates?
“At the senior management level, you get hired for competence. You get fired for personality.” In your opinion, is this statement true or false? How does it relate to Barry Kagan and his current leadership style?
If Harry is passed over for promotion, what feedback and advice would you give him about how to improve his leadership skills for possible future promotion?
Is nice related to any concepts in the chapter, such as one of the Big Five personality dimensions, Myers–Briggs components, or left-right brain dominance?Discuss.
What does nice mean to you? Do you think nice is a good trait for leaders or the kiss of death?
How well do you expect them to work together? Why?
Did Song guide the conversation to a mutual understanding of their personality and style differences, and how to accommodate them? Explain.
Did Song clarify her expectations for Ortiz? Explain.
From Leadership Practice: Know Yourself 4.3, identify four or five values (instrumental or end values) that could be a source of conflict between leaders and followers. Explain.
The chapter suggests that one way to work effectively with different personalities is to treat everyone with respect. How might a leader deal with an employee who is perpetually rude, insensitive, and disrespectful to others?
Consider the situational characteristics of group cohesiveness and physical separation. How might each of these substitute for or neutralize task-oriented or people-oriented leadership? Explain.
Think back to the instructors you have had that had the most people-oriented style and the most task-oriented style. What contingencies were present that might explain those differences? Which style did you find most effective? Why?
If you were a first-level supervisor of a team of telemarketers, how would you go about assessing the readiness level of your direct reports? Do you think most leaders can easily shift their leadership style to suit the readiness level of followers?
Compare Fiedler’s contingency model with the Hersey–Blanchard model.Where do they disagree? Which do you prefer?
Consider the leadership position of the department head of orthopedic surgeons.What task, follower, and organizational factors might serve as substitutes for leadership in this situation?
Pick three traits from the list in Exhibit 2.1 that you think would be most valuable for a leader in an elementary school. Pick three that you think would be most valuable for a leader in a scientific research organization. Explain your choices.
Which leader trait or behavior do you think is most important for handling a crisis such as a pandemic? Explain.
Would you feel more comfortable using a “consideration” or an “initiatingstructure”leadership style? Discuss the reasons for your answer.
Why is it important for leaders to know their strengths? Do you think leaders should spend equal time learning about their weak points? Why?
Why is practice considered important for learning leadership?
What personal competencies should a person develop to be a good leader versus those developed to be a good manager?
Describe the best leader you have known. How did this leader acquire competence?
Of the elements in the leadership definition as illustrated in Exhibit 1.1, which element is the easiest for you? Which is hardest? Explain.
Go online to search for examples of leaders. Identify one leader who seems to illustrate the “leader-as-hero” mindset and one who seems more typical of the humble Level 5 leader described in the chapter. Describe their differing characteristics. Which was easier to find?
Explain the seven techniques to overcome resistance and help people change.
Describe the five techniques for expanding your own and others’ creativity for innovation.
Describe how appreciative inquiry can engage people in creating change by focusing on the positive and learning from success.
Summarize the eight-stage model of planned change.
Describe the environmental forces creating a need for change in an organization and how leaders can serve as role models for change.
Describe the principles of workplace spirituality and spiritual leadership.
Identify the cultural values associated with adaptability, achievement, involvement, and consistency cultures and the environmental conditions associated with each.
Explain how leaders can shape culture and values through ceremonies, stories, symbols, slogans, selection and socialization, and daily actions.
Describe the characteristics of a healthy culture, as opposed to a toxic culture, and how to establish a high-performance culture.
Explain why shaping culture is a vital function of leadership.
Explain the leader’s role in developing effective followers, including how to use feedback and leadership coaching to help followers grow and achieve their potential.
Apply the principles of harnessing power and courage for effective followership.
Implement appropriate and specific strategies for effective followership at school or work.
Identify your followership style and take steps to become a more effective follower.
Summarize what your organizational leader will want from you.
Describe the importance of managing both up and down the hierarchy.
Explain the leader’s highest duty to followers.
Understand that effective leaders don’t use power to exploit others for personal gain.
Describe structural, human resource, political, and symbolic frames of reference and political tactics for applying power.
Explain the difference between soft power and hard power and identify specific types of power used by leaders.
Describe the four major styles of influential leadership—transformational, charismatic, coalitional, and Machiavellian.
Explain how leaders use power and politics to help accomplish important organizational goals.
Use mechanisms such as sponsorship and employee resource groups to support the participation and advancement of underrepresented employees.
Break down your personal barriers that may stand in the way of becoming an inclusive leader.
Describe the factors that affect women’s leadership, including interactive leadership and the first rung of the management ladder.
Understand and reduce the barriers and difficulties faced by underrepresented employees in organizations.
Apply an awareness of the dimensions of diversity and multicultural issues in your future leadership.
Describe the skills needed to facilitate conflict resolution among members of a team.
Explain the challenges and benefits of virtual teams and the team leader behaviors that contribute to virtual team effectiveness.
Explain the challenges associated with teamwork, including why people sometimes have negative feelings about working in a team.
Describe the stages of team development, including the dynamics within each stage that impact cohesion and productivity.
Outline the elements necessary for creating high performance teams.
Explain how a leader might encourage a group of individuals to work as a collaborative team capable of achieving high performance through a shared mission and collective responsibility.
Explain how nonverbal communication influences the ways in which messages are received.
Explain the considerations involved in selecting an appropriate communication channel for a given message.
Summarize how to communicate in a way that persuades and influences others.
Use key elements of leader strategic conversations, such as open communication, asking questions, listening, candor, and telling stories to communicate effectively.
Describe the significance of acting as a communication champion and a “sensegiver” rather than just as an information processor.
Summarize the elements necessary to create and nurture a motivated workforce.
Identify factors that play a role in employee engagement.
Describe the psychological and job design elements of empowerment and how empowerment contributes to motivation.
Outline how the concepts of reinforcement and equity apply to motivation.
Explain how to motivate others by meeting their lower- or higher-level needs.
Identify examples of motives that induce people to take action to accomplish important goals.
Differentiate between intrinsic and extrinsic rewards.
Apply the elements of effective strategy.
Explain the role of strategic management for executing the vision.
Describe four basic approaches for framing a noble purpose that followers can believe in.
Describe the types and importance of personal visions held by employees.
Define vision and its impact on an organization.
Explain the relationship among vision, mission, strategy, and mechanisms for execution.
Summarize the importance of recognizing courage in others and within yourself.
Apply the principles of stewardship and servant leadership.
Examine your own stage of moral development and ways to accelerate your moral maturation.
Differentiate between ethical and unethical leadership.
Explain the importance of a leader’s ability to combine a rational approach to leadership with a concern for people and ethics.
Differentiate between motivating others based on fear and motivating others based on love.
Explain the importance of emotional intelligence, including self-awareness, emotion regulation, personal motivation, empathy, and managing relationships, for effective leadership.
Explain the benefits of challenging one’s thoughts and beliefs to consider alternate perspectives.
Identify how mental models and mindsets guide your behavior and relationships.
Explain how to lead and work with people with varied personality traits.
Outline individual differences in cognitive style and pay special attention to the qualities you have that contribute to strong leadership. (And broaden your own thinking style to expand leadership potential!)
Explain attributions and perception and how these dynamics affect the leader–follower relationship.
Summarize the idea of instrumental and end values, including the ways in which values guide thoughts and behavior.
Identify how major personality dimensions influence leadership and relationships within organizations.
Describe the importance of self-awareness and how to recognize your blind spots.

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

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