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 its a broad sense of traits and most candidates have these
traits.

Case 2.2 A Remarkable Turnaround

1. How would you describe Carols leadership traits?
Carols leadership traits were very strong. She took over her husbands 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 Carols 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 wasnt 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.

Chapter 3
Case 3.1 A Strained Research Team
1. Based on the skills approach, how would you assess Dr. Woods 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 Adamss 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.
3. If you were to coach Adams on how he could improve his leadership, what would you tell him?
I would tell him to keep up the good work, but gather a team together and spread out the tasks.
Completing this huge project by yourself will most likely result in failure or overlooked issues.

Chapter 4
Case 4.1 A Drill Sergeant at First
1. From the style perspective, how would you describe Marks leadership?
Marks leadership style is very demanding at first but he has eased up with his employees as time passed.
He is all about getting the job done right.
2. How did his style change over time?
When he first started he was like a drill sergeant all about the work. As the time went on he started to
give his employees responsibility and praised them when they did a good job
3. In general, do you think he is more task oriented or more relationship oriented?
I believe he is more task oriented.
4. What score do you think he would get on Blake and Moutons grid?
I believe he falls in between Team Management and Authority-Compliance Management.

Case 4.2 Eating Lunch Standing Up

1. According to the style approach, how would you describe Susans leadership?
Susans style approach is very strict. She wants to keep busy and get the work done.

2. Why does her leadership style create such a pronounced reaction from her subordinates?
People relate differently to situations. When a manager is all about work and have the job done they seem
to separate themselves from social interactions in the workplace.
3. Do you think she should change her style?
Yes, she needs to try and be more social and relax a bit.
4. Would she be effective if she changed?
I believe that she would still be effective if not more effective if she change he leadership style.

Chapter 5
Case 5.1 What Style Do I Use
1. According to the basic assumptions of situational leadership, where would you place the three
mangers in regard to levels of development in the SLII model (Figure 5.1)
Rick has high directive-high supportive, Beth has high directive-low supportive and Steve has low-directive
and high supportive.
2. If you were Bruce, would you act the same toward each of the three mangers?
I wouldnt, each manager has different needs and needs different things. All people are different, Rick
feels confident, Beth needs help with learning the plastic business, and Steve need a confidence boost
when it comes to stepping up into management.
3. Which conference would be the hardest for you, and which would be the easiest? Why?
The hardest would be learning everything that has to do with the company and the easiest would be
stepping up into management. I believe this because rattling off information at the drop of a hat is hard
to me at times. I enjoys making decisions and working in teams so upper management would be a nice
opportunity.

Case 5.2 Why Arent They Listening?

1. According to the SLII model (Figure 5.1), what style of leadership is Jim using to run the seminars?
Low directive-high supportive
At what level are the managers?
Low directive-low supportive
2. From a leadership perspective, what is Jim doing wrong?
Jim let the leash go too far. He gave his managers to much flex room and the managers took advantage
of the situation.
3. What specific changes could Jim implement to improve the seminars? He could make them
mandatory, or reward the mangers for coming. If the mangers get a reward for attending the meetings
they are more likely to come.