Readings between and also REFERENCE is included

1) SOR:In thesubject lineof yourSOR, state the Bossless leadership method that you explain in #2.

2) Refer to the Director's Toolkit (Bossless does not mean Leaderless; Pictures BELOW Explain 1-2 reasons why one bossless leadership method should be (or is) effective for either Heidi (CEO, Camp Bow Wow) or Teresa (CEO, PFI).

3) Explaintwo different detailed reasons why you think Teresa or Heidi appears to be more representative of a Servant Leader. (Hint: One reason should address why/how Teresa or Heidi illustrates an aspect of a Servant Leader and why/how the other CEO does not illustrate the same or a different aspect of a Servant Leader.)

4) SOR: Refer to the New Manager Self-Test: Task versus People Orientation, and Hersey & Blanchard's Situational Model of Leadership Explain 1-2 detailed reasons why (or when) Heidi or Teresa would demonstrate more of a telling &/or selling leadership style (high task, low or high people) OR more of a participating (low task, high people) leadership style.

toward the attan . The attitudes and behaviors of leaders shape the . Many different styles of leadhere. . can be effective, conditions that determine how well employees can do their jobs; thus, leaders play a tremendous role in the organization's success. Director's Toolkit Bossless Does Not Mean Leaderless . Create a climate of trust. The best way to get a Conventional management states that when managing ship-or any organization-to improve dramati- a company, it needs to be highly ordered, with well- cally is to give the troops all the responsibility they defined roles, rules, and regulations, and led by a strong can handle and then stand back. boss. This has always been the standard in the U.S. mili- tary. But what if bosslessness and self-organization give . Look for results, not salutes. You need to have rise to an effective order far more powerful than what people in your organization who can tap you on traditional management might carry out? your shoulder and say, "Is this the best way?" or The story of Captain Michael Abrashoff and his com- "Slow down," or "Think about this." When managers mand of the USS Benfold is legendary inside and outside announce decisions after little or no consultation, the Navy. Within months, he transformed a crew of demoralized sailors into confident and inspired problem and when they make it clear that their orders aren't to solvers eager to take the initiative. To do this, Captain be questioned, then conditions are ripe for disaster. Abrashoff had to change his traditional management Take calculated risks. An organization that aims style to a more "bossless" leadership style. Some of Cap- tain Abrashoff's methods for becoming less of a boss and to stay alive and strong should make sure to praise more of a leader include the following: and promote risk takers, even when they fail once in a while. Show me someone who has never made a mis- . Lead by example. Real leadership is done by example. Whenever he could not get the results take, and I will show you someone who is not doing he wanted, Captain Abrashoff asked himself three anything to improve your organization. If all you give questions: Did I clearly articulate the goals? Did I are orders, then all you will get are order takers. give people enough time and resources to accom- plish the task? Did I give them enough training? He Generate unity. Abrashoff states that organiza discovered that many times, he was as much a part tions can always hire smart people, but he found of the problem as his people were. what works better are together and support or ter are staff members who woe Communicate purpose and meaning. Give pport one another. Tre employees a compelling vision of their work and a with dignity and respect is not only good reason to believe that it is important. Tell peo- but also highly practical and not only morally right ical and productive. ple personally what's in it for them. Abrashoff found that the more people knew what the goals were, the better buy-in he got-and the better results SOURCES: D. Michael Abrashoff, "Retention Through Redemption. " Harvard Business Reves they achieved together. (February 2001): 136-141; D. Michael Abrashoff. It's Your S from the Best Damn Ship in the Navy (New York: Business Plus, 2002); and Mike Abrazo The Bossless, Not Leaderless Office, " Leadership Bid http:/www.gisworld.com/thought-leadership/leadership-blog/2013/06/the-bossless-nor- leaderless-office/ (accessed November 23, 2013).E MANAGER Self-Test Task versus People Orientation Instructions: Responding to the statements below can help you diagnose your approach to dealing with others when you a leadership role. If you have been a leader at work with people reporting to you, think back to that experience. Or you can about how you usually behave as a formal or informal leader in a group to get an assignment completed. Please answer ho about how frequently you display each behavior. Mostly True Mostly False pleasant. 1. I intentionally try to make people's work on the job more 2. I focus more on execution than on being pleasant with people. 3. I go out of my way to help others. 4. I personally hold people accountable for their performance. 5. I work hard to maintain a friendly atmosphere on the team. 6. I clearly tell people what I expect of them. 7. I think a lot about people's personal welfare. 8. I check up on people to know how they are doing. 9. I am concerned more with relationships than with results. 10. I assign people to specific roles and tasks. 11. I focus more on being pleasant with people than on execution of tasks. 12. I am concerned more with results than with people's feelings. scoring and Interpretation: Give yourself 2 points for each Mostly True and 1 point for each Mostly False. People Orientation: Sum your points for the odd-numbered questions: Task Orientation: Sum your points for the even-numbered questions: Your People Orientation score reveals your orientation toward people and relationships, which will be described in the chapter. A score of 10 or higher higher suggests that you may be "high" on people behavior. A score of 9 or below suggests that you may be hior on people orientation. Your Task Orientation score reveals your orientation toward tasks and outcomes, A score of 10 or Oright Suggests that you may be "high" on task-oriented behavior. A score of 9 or below suggests that you may be "low" on task hibits is your primary leadership orientation? Which of the following best represents your leadership style (check one)? Look at Exhibit 11.7 on page 486 to see the quadrant in which you fit. Low Task, Low People = Delegating style Low Task, High People = Participating style High Task, Low People = Telling style nce? Compare your scores to the scores of other students. Does your qu High Task, High People = Selling style486 Part 5 Leading others at EXHIBIT 11.7 Hersey and Blanchard's Situational Model of Leadership followers ties or la $3 Selling Style for Moderate developm High Participating Style for High Readiness Followers $2 very high Readiness Followers Leader: Selling leader privides both task accept re Leader: Participating leader encourages participation, supports, consults with, and instruction and personal support, clarifies used. Bec tasks, and explains decisions as needed. develops followers' skills and confidence. itv for de and posit authority Follower: Use this style when followers have To app Follower: Use this style when followers have high readiness but lack confidence moderate readiness because of confidence to adopts the and need personal support. proceed but lack ability. Newton, FOCUS ON PEOPLE NEEDS Delegating Style for Very High Telling Style for Low $1 office near Readiness Followers Readiness Followers are at mod Leader: Delegating leader turns over Leader: Telling leader provides detailed goals company complete responsibility, with little focus and instructions, closely monitors operations people to on either task or people needs. and perfomance. people, as of inexperi with either Follower: Use this style when followers Follower: Use this style when followers have very high readiness because of ability have low readiness, low ability, and lack delegating and confidence to perform tasks confidence. world's best themselves. Susinesses Low killed profe Low FOCUS ON TASK NEEDS High A delegatin delegate sor SOURCE: Based on Gary Yuki, Angela Gordon, and Tom Taber, "A Hierarchical Taxonomy of Leadership Behavior: Integrating a Half Century of Behavior Research," Journal of Leadership and Organizational Studies 9, no. 1 (2002): 15-32; and Paul Hersey, Kenneth Blanchard, and Dewey Johnson, Management of Organizational Behavior: Utilizing Human Resources, 7th ed. (Upper Saddle River, NJ: Prentice Hal, 1996) 11.6b Fi style according to the readiness level of the people they are managing. People low in readi- ness-because of little ability or training or insecurity-need a different leadership style Whereas the than those who are high in readiness and have good ability, skills, confidence, and willing- associates lo ness to work. 45 one leadershi According to the situational model, a leader can adopt one of four leadership styles, as the extent shown in Exhibit 11.7. The telling style ($1) is a highly dictating style and involves giving Feller cons explicit directions about how tasks should be accomplished. The selling style ($2) is one herefore, the where the leader explains decisions and gives subordinates a chance to ask questions and is or her effe gain clarity and understanding about work tasks. The participating style ($3) is one where the leader shares ideas with subordinates, gives them a chance to participate, and facilitates enerect fit can decision making. The fourth style, the delegating style ($4), provides little direction and little Situation: Fa to subordinates. support because the leader turns over responsibility for decisions and their implementation Exhibit 11.7 summarizes the situational relationship between leader style and follower city of a led readiness. The S1 telling style has the highest probability of successfully influencing low- cationships readiness followers who are unable or unwilling-because of poor ability and skills, lack of kich the lead experience, or insecurity-to take responsibility for their own task behavior. The leader is as illustra specific, telling people exactly what to do, how to do it, and when. when . The $2 selling and $3 thy favorab participating styles work for followers at moderate-to-high readiness levels. For example, followers might lack some education and experience for the job but hav out have high confidence , interest, and willingness to learn. As shown in the exhibit, the $2 selling style is effective in this situation because it involves giving direction, but it also includes seeking input fromPlant Fantasies: OG or planting gardens, fancy flora is what Managerial Decision Plant Fantasies does best. In landscaping, success often boils Making down to big decisions over little details. "It's my role as a business owner to give Teresa Carleo considered a career in Leremy, Shulersback suggestions and ideas-they're looking cooking after a boss once passed her up to me for that," Carleo says. "They don't for a promotion. But when her husband urged against it, know about plants and flowers, but they might know that the New York resident instead launched a landscaping busi- they like the color red." Whereas some decisions involve ness and began searching for opportunities to beautify the plant colors and types, others involve complex negotiation Big Apple. Today, Carleo's business, Plant Fantasies, is the with people, such as when Plant Fantasies builds designs gardener for such well-known city properties as the Trump created by outside landscape architects. "It's easier when Organization, John Jay College, and Jack Resnick & Sons. we are the landscape designers because we are picking the My riche is owners and developers in the real estate indus- plant material. We have a sense of what we want to do, and try," Carleo says of her landscaping business. we have faith in our design and choices," says Carleo. "But Although the opportunity to serve New York's rich and when you're working with landscape architects, they could famous may sound exciting, pleasing the Donald Trumps come up with something that we don't even really agree of the world is a challenging task. Fortunately, Carleo is no with" mere apprentice when it comes to high class service. "The Despite Carleo's confidence in her own decision decision to start the business was exciting, but the determi making, the Plant Fantasies owner understands the nation to stay with the business was excruciating," Carleo benefits of empowering others. "More and more, as I'm says of her demanding job. Carleo's patience has been a trying to grow the company, I'm trying to get my team virtue, however, as wealthy New York City property owners to be more independent of me. I don't want to know pay top dollar for healthy shrubs and fragrant flowers. In- every single thing." Regardless of who makes decisions, stallation fees at Plant Fantasies begin at $1,200, and high- Carleo expects all her employees to share her high stan- end exterior landscapes can cost customers up to $600,000. dards for quality. "I want them to take care of it, but I With well over 100 clients, Plant Fantasies is able to gener- want them to take care of it the way I would take care ate nearly $5 million in annual revenues. of it myself. And that's hard, because not everybody is In New York City, where appearances matter, real es- the same." tate owners have little tolerance for wilting plants or lagging service. Carleo's attention to detail is evident in all of her installations-most notably her rooftop gardens. Gardens come carefully constructed with a drainage layer, waterproof protective membrane, biodegradable coconut mat, soil, and lush foliage. Each installation requires close collaboration between architects, floral designers, landscape workers, and even code inspectors. Once a garden is built, landscapePlant Fantasies: Although face-to-face interaction is Managing preferred at Plant Fantasies, electronic communication is part of the compa- Communication my's overall communication strategy especially when it comes to coordinating Can companies really Twitter their way Lemmy, Shulersieck labor-oriented tasks. For example, if the to profits? Is Facebook replacing face- company has 15 gardening jobs to fulfill. . to-face meetings? Do personal handwritten business let- in any given day, each job will require coordination of trucks, ters have any place in the digital age? If Plant Fantasies is tools, plants, equipment, and laborers. To establish a daily any indication, reports concerning the death of traditional agenda, Carleo sends a batch of email messages furst thing business communication are greatly exaggerated. "In terms in the morning. Then, as needed, landscape workers use cell of emails and e-blasts and Facebook and tweeting, I don't phones and text messaging to address issues on site. "We all do it," says Plant Fantasies owner Teresa Carleo. "I feel it's have Blackberrys, so we all do direct connect-which is very more significant and meaningful to make a connection with helpful because I have the trucks and people going around," somebody." It's hard to argue with success: since found- Carleo explains. ing Plant Fantasies in 1987, Carleo has become gardener to To keep leaders on the same page at the office, Carleo some of New York City's most prestigious property own- hosts daily meetings. "I try to have a meeting at least once ers-including Donald Trump. in my office." Carleo says. We talk and try to problem solve At first glance, Carleo's preference for traditional com- and throw ideas around" According to Martucci, the daily munication methods seems out of touch with twenty-first meetings are useful, and each member comes away with century technologies. Far from being neo-Luddites, how- different perspectives. "We all listen differently. I'll go into ever, the leaders at Plant Fantasies demand communication meetings with Teresa, and she'll hear some of it and I'll that works-and that means matching the right communi- hear other things-so we both take away different things cation methods with the right business situations. For ex- from the meeting." Frequent contact is also important to ample, some tasks at Plant Fantasies involve installing and Martucci, who admits being "a control freak" when it comes maintaining gardens. Other situations require collaboration to staying connected with subordinates. "I always need to with landscape designers. Still others involve speaking with know what's going on, and I constantly check in. I don't clients. Not all communication channels are equally suited think you can ever be too annoying," he said. for each situation; tweeting may be effective in one situation Despite the many digital communication technologies yet hopelessly inappropriate within another setting. at her disposal, Teresa Carleo insists on making a personal According to Steve Martucci, the sales director for connection with customers. After a friend's handwritten Plant Fantasies, nothing beats a personal meeting with cli- note recently touched her in a unique way, the Plant Fan- ents. "When there's time, I think it's a great idea to always tasies founder decided to launch a personal letter writing do face-to-face-it's good for the customer," the director campaign to clients. "I think I have a better chance of my states. "You want them to see you and remember you. You customers opening that envelope than opening an e-blast," want them to see that you took the time to come there and Carleo remarked. "Maybe I'm archaic, but my clients aren't that you didn't just shoot them an email in a cab going 20 [years old].&quot