Instruction
DISCUSSION QUESTIONS
1. Is the “Great Man” perspective on leadership still alive today? Think about some popular movies. Do they stress a lone individual as hero or savior? How about some business stories? Discuss.
2. Suggest some personal traits of leaders you have known. Which traits do you believe are most valuable? Why?
3. What is the difference between trait theories and behavioral theories of leadership?
4. The Vertical Dyad Linkage model suggests that followers respond individually to the leader. If this is so, what advise would you give leaders about displaying people-oriented versus task-oriented behavior?
5. Does it make sense to you that a leader should develop an individualized relationship with each follower? Explain advantages and disadvantages to this approach.
6. Why would subordinates under a democratic leader perform better in the leader's absence than would subordinates under an autocratic leader?
LEADERSHIP DEVELOPMENT: CASES FOR ANALYSIS
I. Synopsis: Consolidated Products
Consolidated Products is a medium-sized manufacturer of consumer products. Ben Samuels was a plant manager who was well liked by employees. They were grateful for the fitness center, picnics, and holiday parties. Ben believed it was important to treat employees properly so they would have a sense of loyalty. Under Ben, the plant had the lowest turnover but the second worst record for costs and production levels. He was asked to take early retirement and Phil Jones replaced him. Phil had a reputation as a manager who could get things done. Supervisors were instructed to establish high-performance standards. Costs were cut by trimming the fitness center, picnics and parties, and training. Phil believed that if workers did not want to work, the company should get rid of them.
Case questions
1. Compare the leadership traits and behaviors of Ben Samuels and Phil Jones.
2. Which leader do you think is more effective? Why? Which leader would you prefer to work for?
3. If you were Phil Jones' boss, what would you do now?
II. Synopsis: D.L.Woodside, Sunshine Snacks
D.L. Woodside had become research and development director for Sunshine Snacks, a snack food company. Woodside had been the research director at Skid’s, a competitor. Despite his ambition, hard work, and excellent technical knowledge, Woodside was considered an easy-going fellow. He listened to his assistant’s problems and covered the mistakes of an employee with a drinking problem. At Sunshine, Woodside sensed a loyalty to his assistant Harmon Davis who lacked technical knowledge and had been passed over for the job. Woodside knows he needs to build good relationships with the team, but he was selected because of his record of accomplishment with new product development.
Case questions
1. What traits does Woodside possess that might be helpful to him as he assumes his new position? What traits might be detrimental?
2. Would you consider Woodside a people-oriented or a task-oriented leader? Discuss which you think would be best for the new research director at Sunshine?
3. How might an understanding of individualized leadership theory be useful to Woodside in this situation? Discuss.