Download Leadership case studies solution.pdf PDF

TitleLeadership case studies solution.pdf
TagsSelf-Improvement Leadership Motivation Leadership & Mentoring Transformational Leadership
File Size261.0 KB
Total Pages18
Document Text Contents
Page 1

Chapter 2

Case 2.1 Choosing a New Director of Research
1. Based on the information provided about the trait approach in Tables 2.1

and 2.2, if you were Sandra, who would you select?

The two tables are a little confusing. I see some overlapping and each candidate has a

characteristic on this list. I would choose Thomas because he was been with the company

for 10 years and honesty and integrity goes along way with a company.

2. In what ways is the trait approach helpful in this type of selection?

The trait approach is helpful because it helps you narrow down what candidates have the

most characteristic traits on the list to make the best choice.

3. In what ways are the weaknesses of the trait approach highlighted in this

case?

The trait approach chart is a weakness because it’s a broad sense of traits and most

candidates have these traits.

Case 2.2 A Remarkable Turnaround
1. How would you describe Carol’s leadership traits?

Carols leadership traits were very strong. She took over her husband’s business without

much knowledge and made it more successful than it had in the past. She was devoted to

the company and the employees.

2. How big a part did Carol’s trait play in the expansion of the company?

Carol was so driven that her traits played a huge role in the expansion of the company. If

it wasn’t for her the company would have went under.

3. Would Carol be a leader in other business contexts?

Yes, she seems like a person who sets her mind to something, she succeeds.

Case 2.3 Recruiting for the Bank
1. Based on ideas described in the trait approach, do you think Pat is looking

for the right characteristics in the people he hires?

I think he is looking for the right characteristics but there is always more characteristic

that can be reviewed in the candidates. Also, people can look great on paper but still not

make a great fit.

2. Could it be that the retention problem raised by upper management is

unrelated to Pat’s recruitment criteria?

Yes, Upper management sees everything that is going wrong but not always whats right.

Page 2

3. If you were Pat, would you change your approach to recruiting?

No, I think his approach is fine. You can only guess so much on how a person will fit

within a company.

Chapter 3

Case 3.1 A Strained Research Team
1. Based on the skills approach, how would you assess Dr. Wood’s

leadership and his relationship to the members of the Elder Care Project

team? Will the project be successful?

I think that Dr. Wood leadership and relationship to the members is fair. His negative

comments and negative attitude will wear on the member. I think that the project will be

successful, but I also feel the project would be better if the morale was positive.

2. Does Dr. Wood have the skills necessary to be an effective leader of this

research team?

Yes, I just think he needs to understand the members on his team are doing their best

and maybe check his emotions at the door.

3. The skills model describes three important competencies for leaders:

problem-solving skills, social judgment skills, ad knowledge. If you were to

coach Dr. Wood using this model, what competencies would you address

with him? What Changes would you suggest that he make in his leadership?

I would address the problem-solving skills and social judgment skills, because he is

running over time and budget and is taking these problems out on his team members. I

would suggest that he needs to be more positive and praise his team members on their

good work to keep every ones spirits high.

Case 3.2 A shift for Lieutenant Colonel Adams
1. Based on the skills model, how would you assess Lt. Col. John Adams’s

ability to meet the challenges of the base administration position?

I think Lt. Col. John Adams did the best he could with the time constraints. He tried to

be as fair as possible as well. He tried to address every possible that arose during this

huge quick change.

2. How would you assess his ability to meet the additional tasks he faced

regarding the conversion of the base?

I think he assessed his ability to his best ability. A base closing and people being

relocated or losing their job is a hard task to complete.

Page 10

8.2 Working Hard at Being Fair
1. Based on the LMX model, how would you describe Jenny’s leadership?

According to the LMX theory Jenny tries to be as fair as possible. She doesn’t show

favorites with any of her employees and just tries to keep an even playing field. By doing

this she may not be fully embracing the relationship she could have with her employees.

2. How do you think the employees at City Mortgage respond to Jenny?

I think the employees she her as their boss and respect her, but that’s where it stops.

They don’t have a personal relationship with her because she keeps everything about

work.

3. If you were asked to follow in Jenny’s footsteps, do you think you could or

would want to manage City Mortgage with a similar style?

I would not follow in her footsteps. I like to be comfortable with my employees and be

able to relate to them as people. I understand that there are boundaries that need to stay

within the workplace but I would not want to cut off all personal interaction and

relationships with the employees.

8.3 Taking on Additional Responsibilities
1. From an LMX theory point of view, how would you describe Jim’s

leadership at the district social security office?

According to the LMX theory, Jim leadership follows it pretty well. He has personal

relationships with all his employees but still has in-groups and out-groups. He favors

employees for what task they do best.

2.Can you identify an in-group and an out-group?

Yes, the employees who excel at certain task over others are in the in-group. The

employees that are just normal workers or have trouble keeping up are not asked to do

extra things. These people are in the out-group.

3. Do you think the trust and respect Jim places in some of his staff are

productive or counterproductive? Why?

I think it’s productive. You want your best people on the job. If someone excels in a task

at work then they should be the person completing the task. This will make the

workplace run smoothly.

Chapter 9
Case 9.1: The Vision Failed

Page 17

1. How would you assess the effectiveness of this team?

I think the team is only somewhat effective. Sure, they may be making decisions but they

aren’t all working together as a team. Mainly, it’s just two people calling the shots.

However, the patients are being affected to the point where they feel they aren’t being

cared for in the manner they should be. That’s a problem.

2. In monitoring this team, at what level and function do you see the most

serious problems? Internal task? Internal relational? External?

I think I see the most trouble with the internal relational aspect of the team. Tension is

high amongst the team and the patients are starting to feel it too.

3. Would you take action to improve team functioning? If so, how would you

intervene? Why?

I would definitely take action! I would implement a standard protocol and not allow the

“top dogs” to keep making the decisions. I would want everyone’s input and make sure

they all function together for the benefit of the patients.

4. What specific leadership skill or skills would you use to improve group

functioning?

I think there needs to be a specific structure so that the “top dogs” don’t feel they can

take over. I would encourage working together instead of independently.

Case 12.3 Starts With a Bang, Ends With a Whimper

1. Which characteristics of excellence were lacking in this task force?

Missing Characteristics:

 Clear goal

 results-driven structure

 unified commitment

 standards of excellence

 principled leadership

 external support

2. Which characteristics of excellence were evident in this task force?

Evident characteristics:

 competent members

 collaborative climate

3. How would you assess Kim as a leader?

I think Kim is a weak leader. She didn’t step up and try her best to make this work. She

just continued to get frustrated and let her team fall behind and eventually quit.

Similer Documents