Short Answer Questions (5 points each)

26. In the Article “Learning Charisma” by Antonakis, theauthor discusses Charismatic Leadership tactics (CLTs) that canhelp someone appear more charismatic. Please list and describe 4 ofthe tactics that are discussed in the article (only pick 4).

27. Please name and describe the 5 follower communication stylesthat have been identified by Robert Kelley. Please alsoidentify which ones are the most and least effective.

28. House’s Path Goal Leadership model describes 4leadership styles that are appropriate under different situations. Please list and describe the four leadership styles andidentify when that style is most useful or appropriate for leadersto adopt.

Mini-Case Application Essay (10points)

Prepare a response to the case provided. Respond inessay format using complete sentences. In formulating youranswers,combinethe theory, concepts, and discussion topics from class andthe readings as a basis for your reasoning, andillustrate yourpoints with examples or excerpts from the case. Beas detailed andspecific as possible, andinclude a balance of theories and concepts. Your responseshould include a set of recommendations that address the problemsand opportunities faced, supported by your analysis of casefacts.

In responding to the case, you should use theory coveredin class to address the following questions:

1. What are the causes of the problems identified? Why are these problems significant from a leadership andcommunication perspective?
2. What could the individual in the case do to rectify theproblem? Be specific in your recommendations and make surethey are grounded in course theory.

Rachel has been appointed the chairperson of a committee formedto coordinate the interdependent activities of several departmentsin a large manufacturing company. Coordination problems haveinterfered with the flow of work, causing delays, and wastedeffort. The coordination problems are complex, and solvingthem requires knowledge of on-going events in the differentdepartments. Even though Rachel is the designatedchairperson, she has no formal authority over the other members,who are not her subordinates. She depends on committeemembers to return to their respective departments and implement thedecisions made by the committee.

At the first meeting, Rachel notices that most of the committeemembers appear to be sincerely interested in improving coordinationamong departments. However, there are a couple of members whoare extremely combative and are not quite convinced that thecoordination and communication problems can be changed. Oneof them said, “This is such a waste of time. My employees aregoing to laugh at me when I tell them that we need to startcommunicating better across organizational functions.” Another said, “If we share information with otherdepartments, we stand the chance of losing our power and influencein the company. My department is the most important and hasthe most decision making authority, I don’t want to give thatup.”

Rachel has two weeks to get everyone on the same page and workwith the committee to deliver a plan for “internal integration” tothe president. If you were coaching Rachel on her leadershipand communication, how would you advise Rachel to move forward?What would you identify as the cause(s) of the problems they areexperiencing and how would you help them to work together moreeffectively?

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