AOL 6 CHAPTER CASE TEACHING NOTES
These Teaching Notes for using the Art of Leadership 6th edition Chapter Cases are found in the online
Instructor’s Guide.
Introduction
We use selected Cases in our classes to enhance the understanding of the chapter materials. Following
this Introduction, you will find a listing for the 11 Chapter Cases followed by an analysis of each Case:
1) Case Objective;
2) Case Summary;
3) Discussion questions supporting the teaching points with suggested answers;
4) Teaching Points from AOL 6th edition; and a
5) List of additional text resources supporting the Case theme for your consideration.
The Chapter Cases can be used in your class to reinforce certain concepts whether you are delivering
instruction in any of the following formats: face–to-face, totally online platforms (e.g., Blackboard,
Canvas, etc.), or a hybrid format using both face-to-face and online delivery.
You will have significant opportunities to use the Chapter Cases with the Organization and /or Self-
Assessment Exercises to highlight concepts you feel are of most value to your students.
The following is feedback from our students concerning the Chapter Cases and Exercises:
• Instructors need to provide grading and/or narrative feedback in a timely manner.
• Students are highly interested in personal stories from the Instructor.
• Students need some indication that any written assignment has been read by the Instructor, so we
always react to something they have said; e.g., “I appreciate you sharing how your organization
effectively uses 360 degree feedback when evaluating your team’s performance in the shipping
department.”
Sample Reactions to the Chapter Cases:
• We have provided our reactions to students, but they are simply suggestions so you can modify
them for your own teaching.
• We send a standard response to each online student along with a personal note to the student
reacting to their “in class papers” or “online posts.” This approach assures the students that we
read their responses, and we use it as a “teachable moment” by providing each student with a
brief analysis of the assigned Chapter Case. We make this decision concerning the content based
on the specific course assignment and current leadership events (national or global) to enhance or
reinforce the chapter themes being addressed.
Chapter Cases – Suggested Process
1) Include the Chapter Case Assignments on the Class Schedule when feasible. We usually allow 30
minutes for the Case process in face–to-face classes. Online students will set their own parameters
for meeting times, skyping, etc. We usually give the online students one week to complete the
assignment.
2) Assign students to Case teams (usually after the first class following the drop/add period). Place
five – six students on a team which remains together for the term.
3) Students read the assigned Chapter Case before class and outline their individual responses to the
Case discussion questions.
4) Precede the team Case discussions in class or online with a brief “lecturette” (5 – 10 minutes) on
the Case theme to set the stage.
5) Each team has a rotating leader and a scribe/ recorder for taking the discussion notes.
6) Following a 10 – 15 minutes discussion, one team member presents the team findings to the class.
7) After all the teams have reported, the Instructor conducts a review of the presentations indicating
points of agreement and/or disagreement among the team findings.
8) The Instructor then summarizes the main learning points for the class.
9) We always evaluate each team presentation with a team score that becomes part of the course
grade.
10) At the end of the term, each team member evaluates the performance of every other team member.
Thus, each team member is evaluated by the Instructor and their peer team members. This is an
effective experience similar to when the students become leaders and must evaluate the
performance of their team members.
Listing of the 11 Chapter Cases
Chapter #
Chapter Title
Case Title
Text Pages
2
The Leadership Equation
“Mr. Black, Ms. Blue, & Mr. White”
p. 22
5
Organizational Climate
“Community Building and the Role of
the Leader”
pp. 82 –83
7
The Role of Values and
Ethics at Work
“Wendy Kopp: The Recruiter”
pp. 134 -135
9
Empowerment in the
Workplace and the Quality
Imperative
“Empowerment Facilitates Change”
p. 163
10
Effective Leadership and
Human Relations
“The Importance of Morale”
pp. 199-200
15
The Role of Personality
“Understanding People: Steve Jobs’s
Personality”
p. 364
17
Helping People Through
Change and Burnout
Prevention
“Challenge and Change at Starbucks”
P. 399
17
Helping People Through
Change and Burnout
Prevention
“Leading Change at Ford Motor
Company”
pp. 399-400
17
Helping People Through
Change and Burnout
Prevention
“Change in the Waste Industry”
pp. 400-401
19
Professional Performance
and Sustaining Discipline
“Performance Success Story”
pp. 473-474
19
Professional Performance
and Sustaining Discipline
“The Forklift Fiasco”
p. 487
Sample Information for the Organization being examined in the Chapter Cases
The sample organization is Hewlett-Packard (HP). This HP information is accurate as of May 2019.
Since this information is fluid and possibly time sensitive, we recheck each case before discussing it in
class.
• HP’s first product was created in 1938 by Bill Hewlett and Dave Packard, and the company was
formalized Jan. 1, 1939.
• The organization is composed (as of 2019) of HP and HP Enterprise (HPE).
• HP CEO is Dion Weisler and HPE CEO is Antonio Neri.
HP Vision
About Us
Our vision is to create technology that makes life better for everyone, everywhere – every
person, every organization, and every community around the globe. This motivates us –
inspires us – to do what we do. To make what we make. To invent, and to reinvent. To
engineer experiences that amaze. We won’t stop pushing ahead, because you won’t stop
pushing ahead. You’re reinventing how you work. How you play. How you live. With
our technology, you’ll reinvent your world.
This is our calling. This is a new HP.
Keep reinventing.
HP – Our Corporate Objectives (2013)
• Customer loyalty. We earn customer respect and loyalty by consistently
providing the highest quality and value.
• Profit. We Achieve sufficient profit to finance growth, create value for our
shareholders and achieve our corporate objectives.
• Growth. We recognize and seize opportunities for growth that builds upon our
strengths and competencies.
• Market leadership. We lead in the marketplace by developing and delivering
useful and innovative products, services and solutions.
• Commitment to employees. We demonstrate our commitment to employees by
promoting and rewarding based on performance and by creating a work
environment that reflects our values.
• Leadership capability. We develop leaders at all levels who achieve business
results, exemplify our values and lead us to grow and win.
• Global citizenship. We fulfill our responsibility to society by being an economic,
intellectual and social asset to each country and community where do business.
HP – Our Shared Values (2013)
❖ Trust and respect for individuals. We work together to create a culture of
inclusion built on trust, respect and dignity for all.
❖ Achievement and contribution. We strive for excellence in all we do; each
person’s contribution is critical to our success.
❖ Results through teamwork. We effectively collaborate, always looking for more
efficient ways to serve our customers.
❖ Meaningful innovation. We are the technology company that invents the useful
and the significant.
❖ Uncompromising integrity. We are open, honest and direct in our dealings.
