Need help with 11 Discussion questions  -Business Finance

Your original post must be at least 250 words long.You must use full sentences and proper grammar, and correct APA format.Please write on top each Ch. for each discussion. Due 1/24/20 or 1/25/20
12_crictacl_thinking.docx

northouse_4e_ppt_04.ppt

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Ch01 – Critical Thinking Exercise
Read the following article and then answer the questions below.
Followership: The theoretical foundation of a contemporary construct. (2007). Journal of
Leadership and Organizational Studies 14(1), 5060. http://jlo.sagepub.com/cgi/reprint/14/1/50?ijkey=/5t2zTWXBEi8w&keytype=ref&siteid=spjl
o (Links to an external site.)
1. Why do you think that followership research is a more recent area of study compared to
leadership?
2. In the section of the article titled “Idealized Leader Overshadows Followers” is the
leader described in this section doing management functions or leadership functions?
3. Describe an active follower. What do they do, how do they interact with leaders and
what does the leader do to facilitate active followership?
Ch02 – Critical Thinking Exercise
Choose one of the main traits associated with leaders and answer the questions below.
1.
2.
3.
4.
How can it be developed?
Demonstrated to others?
Identify one or two people who have this trait.
How does it serve them in their leadership role?
Ch03 – Critical Thinking Exercise
Read the following article and then answer the questions below.
Hess, P.W. (2007). Enhancing leadership skill development by creating practice/feedback
opportunities in the classroom. Journal of Management Education 31(2), 195-213.
http://jme.sagepub.com/cgi/reprint/31/2/195?ijkey=QvgCuA9xxakjQ&keytype=ref&siteid=spj
me (Links to an external site.)
1. Can you learn leadership skills by taking a college-level course on leadership?
2. Defend your answer using your personal experience and information in this article.
3. Describe some advantages of the classroom practicum approach to leadership
development.
Ch04 – Critical Thinking Exercise
From your homework reading, answer the following questions.
1. Why does leadership style matter?
2. Should leaders hire only those people who can work with the leader’s leadership style?
3. As a follower, how do you respond to different leadership styles?
Ch05 – Critical Thinking Exercise
Agrawal, T. & Krishnan, V. R. (2000). Relationship Between Leadership Styles and Value
Systems. Management and Labour Studies, 25(2), 136-143. (Links to an external site.)
Please answer the questions below.
1. Why do high-task leaders give greater importance to the value of achievement
than low-task leaders?
2. Why do high-relations leaders give greater importance to the values of
benevolence and security as compared to low-relations leaders?
3. Explain the importance and relationship of values to leadership?
Ch06 – Critical Thinking Exercise
Read the following article and then answer the questions below.
Sosik, J. J., & Megerian, L. E. (1999). Understanding Leader Emotional Intelligence and
Performance: The Role of Self-Other Agreement on Transformational Leadership Perceptions.
Group & Organization Management, 24(3), 367-390. (Links to an external site.)
1.
1. Why would a leader demonstrating emotional intelligence be especially
motivating to followers?
2. How is self-monitoring related to emotional intelligence? How are these
concepts related to transformational leadership?
Ch07 – Critical Thinking Exercise
Mason, R. C. (1991). Positive, Visionary Leadership: An Organization’s Most Successful
Component. Adult Learning, 3(3), 7-13. (Links to an external site.)
1.
1. Why would activities become “meaningless” without a positive, visionary leader?
2. How can a leader’s positive vision affect a society’s agendas?
Ch08 – Critical Thinking Exercise
Read the following article and then answer the questions below.
Jung, D. I., & Sosik, J. J. (2002). Transformational Leadership in Work Groups: The Role of
Empowerment, Cohesiveness, and Collective-Efficacy on Perceived Group Performance (Links to
an external site.).Small Group Research, 33(3), 313-336.
http://journals.sagepub.com/stoken/default+domain/mAs9mnFrI7MUBD7pR822/pdf (Links to
an external site.)
•
•
•
How does transformational leadership increase group effectiveness?
How does transformational leadership impact empowerment and group cohesiveness?
How does transformational leadership influence group members’ perception of
empowerment and cohesiveness?
Ch09 – Critical Thinking Exercise
Read the following article and then answer the questions below.
Crowne, K. A. (2013). Cultural exposure, emotional intelligence, and cultural intelligence: An
exploratory study. International Journal of Cross Cultural Management, 13(1), 5-22. (Links to an
external site.)
1.
1. According to Crowne’s research, what is the relationship between cultural
intelligence and emotional intelligence?
2. What other skills would one need to effectively interact with others in a new
environment, according to this article?
Ch10 – Critical Thinking Exercise
Please answer the following questions.
Molenberghs, P., Prochilo, G., Steffens, N. K., Zacher, H., & Haslam, S. A. (2015). The
Neuroscience of Inspirational Leadership: The Importance of Collective-Oriented Language and
Shared Group Membership. Journal of Management, doi:10.1177/0149206314565242. (Links to
an external site.)
1.
1. How does out-group membership impact a leader’s influence in a group?
2. How does in-group membership impact a leader’s influence in a group?
3. How is social identity theory applicable to in-group and out-group membership
and leadership?
Ch11 – Critical Thinking Exercise
Lewis, C. T., & Jobs, S. M. (1993). Conflict Management: The Essence of Leadership. Journal
of Leadership & Organizational Studies, 1(1), 47-59. (Links to an external site.)
1.
1. What are some common ground shared by “leadership” and “conflict
management” constructs?
2. How can conflict management strategies be used to better understand leader
behavior within the leadership grid?
3. How can the conflict management approach of the leader in a given situation
provide insight into why leader-situation match is a significant contributor to
group performance?
Ch12 – Critical Thinking Exercise
O’Connell, W. & Bligh, M. (2009). Emerging from Ethical Scandal: Can Corruption Really Have a
Happy Ending? Leadership, 5(2), 213 – 235. (Links to an external site.)
1.
1. How might leaders compromised by ethical scandals rebound and redeem
themselves to followers?
2. What type of actions by organizations tend to create negative responses? What
organizations have you seen act in these ways?
3. Describe several approaches leaders can take to make ethical decisions apparent
to followers and community-members.
Chapter 4:
Understanding Philosophy and
Styles
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
2
Chapter Objectives
• Discuss the formation of a person’s
philosophy of leadership.
• Differentiate between Theory X, Theory Y,
and Theory Z of leadership.
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
3
Chapter Objectives
• Examine the most commonly observed styles
of leadership:
– Authoritarian
– Democratic
– Laissez-faire
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
4
Discussion Questions
• Are people basically good?
• Is doing work as natural as play?
• Are you an in-charge type of a leader or a
laid-back one?
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
5
Leadership Philosophy Explained
• Fundamental question of human behavior: do
people like work or do they try to avoid it?
• Douglas McGregor believed managers had
two views of human nature with very different
assumptions:
o Theory X
o Theory Y
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
6
Assumptions of Theory X
• People dislike work and will try to avoid it.
• People need to be directed and controlled.
• People want security, not responsibility.
What implications does Theory X have
for leaders and organizations?
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
7
Assumptions of Theory Y
• People don’t inherently dislike work; doing
work is as natural as play.
• People will show responsibility and self-
control toward goals to which they are
committed.
• People accept and seek responsibility.
What implications does Theory Y have for
leaders and organizations?
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
8
Theory Z
• Developed by William Ouchi (1981) to include
the collectivist values of successful Japanese
companies (automobiles, electronics)
• Emphasizes communication, collaboration,
and consensual decision-making
• Also incorporates individualistic values such
as formal authority structures, individual
contributions, and recognition
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
9
Leadership Styles Explained
• Lewin, Lippitt, and White (1938) conducted
research on the impact of leadership styles
on small-group behavior.
• Detailed descriptions of three styles
emerged:
o Authoritarian
o Democratic
o Laissez-faire
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
10
Authoritarian Style
• Like Theory X, Authoritarian leaders perceive
subordinates as needing direction
• Authoritarian leaders exert influence and
control over group members
o Communication is top-down.
o The agenda is set by the leaders.
o Praise/criticism is given freely, but it is based on personal
standards
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
11
Outcomes of Authoritarian Style
• Positive Outcomes:
o Efficient and productive
o More can be accomplished in a short period of time
• Negative Outcomes:
o Fosters dependence, submissiveness, and decreases
individuality
o Can create hostility and discontent
o Can cross the line into abusive behavior
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
12
Discuss
•
When do you prefer authoritarian leadership
as a group member and why?
•
How often do you use this style of
leadership?
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
13
Democratic Style
• Resembles assumptions of Theory Y
• Subordinates are capable of working on their
own
• Leader works with subordinates and treats
them in an egalitarian manner
• Leader does not speak down to group
members; rather, they speak on the same
level
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
14
Outcomes of Democratic Style
• Positive Outcomes:
o Greater group member satisfaction,
commitment, and cohesiveness
o More friendliness, mutual praise, and group
mindedness
o Stronger worker motivation and greater
originality
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
15
Outcomes of Democratic Style
• Negative Outcomes:
o It takes more time and commitment than
authoritarian leadership
o Can result in inefficiencies and lower
productivity
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
16
Laissez-Faire Style
• Dissimilar to both Theory X and Theory Y—
typically considered to be nonleadership
• The leader is nominal and only engages in
minimal influence
• Literally takes a “hands off” attitude
• The leader does not try to influence or control
the group
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
17
Outcomes of Laissez-Faire
Style
• Very few, if any, positive outcomes
o Exception is when people are self-starters, skilled
at their tasks and don’t require ongoing feedback
• Negative outcomes:
o Very little accomplished
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
18
Outcomes of Laissez-Faire
Style
o Group members feel directionless
o Group members become unmotivated and
disheartened
• When, if ever, do you think laissez-faire
leadership is appropriate? Why?
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
19
Leadership Styles in Practice
• No one is entirely one style or the other.
• Our styles shift, depending on the situation.
• Leadership lies along a continuum:
o from high leader influence to low leader influence.
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
20
Leadership Snapshot: Victoria
Ransom
• Co-founded social media software company with 400
employees and 21,000 clients.
• Grew up in a farming community in New Zealand where
she learned the values of hard work, leading by example
and humility that she brings to Wildfire.
• The company instilled and demonstrated a list of values:
Passion, team player, humility and integrity. Also on the
list were having the courage to speak up and curiosity.
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
21
Leadership Snapshot: Victoria
Ransom
• Ransom believed that “the best way to undermine a
company’s values is to put people in leadership positions who
are not adhering to the values.”
• The company would let employees go who didn’t live up to the
values even if they were high performers.
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
22
Case Study: Many Managers,
Different Styles
• Based on the assumptions of Theory X and Theory Y, how
would you describe each manager’s philosophy and style of
leadership? In what way do their attitudes about Vanessa
affect their leadership?
• In this type of customer service setting, which leadership style
would be most effective for the bank to meet its goals? From
the bank’s perspective, which (if any) manager exhibits the
most appropriate leadership? Discuss.
• What advice would you give to each of the managers to
enhance their leadership skills within the bank?
• What do you think Vanessa can do to prepare herself for her
three-month review?
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
23
Summary
• All of us have a philosophy of leadership
based on our assumptions about human
nature and work.
• Three commonly observed styles of
leadership: authoritarian, democratic, and
laissez-faire.
• Understanding how our philosophy of
leadership influences our style of leadership
is the first step in becoming a more
competent leader.
Northouse, Introduction to Leadership, 4e. SAGE Publishing, 2018.
24
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