978-1285866352 Chapter 1 Solution Manual Part 1

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CHAPTER 1

Who Is a Leader and What Skills Do Leaders Need?

Chapter Outline

I. LEADERSHIP DESCRIBED

A. Leadership Development

B. Defining Leadership With Five Key Elements

II. LEADERSHIP SKILLS

A. Are Leaders Born or Made?

B. Can Leadership Be Taught and Skills Developed?

C. Managerial Leadership Skills

III. LEADERSHIP MANAGERIAL ROLES

A. Interpersonal Roles

B. Informational Roles

C. Decisional Roles

IV LEVELS OF ANALYSIS OF LEADERSHIP THEORY

A. Individual Level of Analysis

B. Group Level of Analysis

C. Organizational Level of Analysis

D. Interrelationships among the Levels of Analysis

V. LEADERSHIP THEORY PARADIGMS

A. The Trait Theory Paradigm

B. The Behavior Leadership Theory Paradigm

C. The Contingency Leadership Theory Paradigm

D. The Integrative Leadership Theory Paradigm

E. From the Management to the Leadership Theory Paradigm

VI. OBJECTIVES OF THE BOOK

A. Leadership Theory

B. Application of Leadership Theory

C. Leadership Skill Development

D. Flexibility

VII. ORGANIZATION OF THE BOOK

2 Instructor’s Manual for Leadership: Theory, Application, Skill Development, 6e

use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website

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New To This Edition

 The chapter has been updated and 90 percent of the references are new to this edition.

 Learning outcomes 5 and 6 have been combined because they are related, and learning outcome 7 has been

deleted, but the review and list of key terms remains in the Chapter Summary.

 There is a new opening case Amazon with answers throughout the chapter.

 The opening section headings (level 1 and 2 heads) have been changed to better match the first learning

outcome.

 The sub-section (level 3 head) on the Importance of Leadership has been re-written with all new current

references.

 There is a new sub-section, Why Study Leadership? to answer this question.

 There is a new sub-section, The Need for Self-Assessment in Leadership Development, so that students

understand the value of the self-assessment exercises in each chapter. Also, it gets student self-assessment

in the very first section of the chapter.

 Self-Assessment 1-1 has been expanded to include more questions, which makes some changes to the Five

Elements of Leadership.

 Within the Five Elements of Leadership, The Leader-Follower subsection now has level 4 headings and the

influencing, organizational objectives, change, and people subsections have been heavily revised and

shortened with new references.

 The section Can Leadership Skills be Taught and Skills Developed has been re-written and shortened with

all new references.

 The introduction to the Management Leadership Skills, and the discussion of the three management skills

have been shortened with new references.

 The Interpersonal Roles now begins with the leader, and the discussion of all 10 roles has been condensed.

 You Make the Ethical Call 1.2, Executive Compensation, has been shortened and updated with all new

references.

 Each of the Leadership Theory Paradigms has been shortened by removing some of the details of the

findings of each paradigm that is discussed in later chapters.

 AACSB standards have been updated using the 2013 AACSB Business Accreditation Standards, General

Skills Areas. The listing of AACSB skills developed in each of the Skill Building Exercises throughout the

book have also been updated.

 The case is essentially new as indicated in the new title From Steve Jobs to Tim Cook—Apple. The

information on Jobs has been decreased and the information on Cook has been increased, with several new

references and current performance reported with Cook as CEO.

Lecture Outline

PowerPoint: You may use the PowerPoint supplement to enhance your lectures. Even if your classroom is not

equipped to use PowerPoint, you can review the material on your personal computer to get teaching ideas and to

copy the slides. Copies of the slides can be made into overheads. (Chapter Title on Slide 1-1 and LOs on Slide 1-2)

I. LEADERSHIP DESCRIBED

A. Leadership Development (Slide 1-3)

1. Why Leadership Development is Important

2. Why Study Leadership? (Slide 1-4, Discussion Question on Slide 1-5)

Instructor’s Manual for Leadership: Theory, Application, Skill Development, 6e 3

use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website

for classroom use.

Even if you are not interested in being a manager, you still need leadership skills to succeed in today’s

Today, employees want to be involved in management, and organizations expect employees to work in

The study of leadership also applies to your personal life. You communicate with and interact with people

3. The Need for Self-Assessment in Leadership Development (Slide 1-6)

“Know Thyself” or self-awareness has been called the leadership first commandment, so the first step to

leadership development is self-awareness of leadership competencies.

To provide you will leadership self-awareness, every chapter has self-assessment exercises. Let’s start now

to better understand your Leadership Potential by completing Self-Assessment 1-1.

YOU MAKE THE ETHICAL CALL 1.1

Is Leadership Really Important?

Answers will vary based on opinion.

B. Defining Leadership With Five Key Elements (Slide 1-7, also holds Exhibit 1.1)

Learning Outcome (LO) 1-1. Briefly describe the five key elements of leadership.

Leader–follower—leaders influence behavior of followers, and vice versa. Influencing—the relationship

between leaders and followers, who change roles. Organizational objectives—outcomes leaders and followers

want to accomplish. Change—needed to achieve objectives. People—leadership is about leading people.

Self-Assessment 1-1

Leadership Potential

If you want students to complete the Self-Assessment exercises throughout the

book, you may want to tell students and spend a little time talking about them.

Leadership is the influencing process of leaders and followers to achieve organizational objectives through

change.

There are five key elements of the definition of leadership:

Leaders-Followers

Influence

Organizational Objectives

People

Change

1. Leader–Followers (Slide 1-8)

Leadership is shared. Good followers perform leadership roles when needed. And followers influence

leaders. Thus, in our definition of leadership, the influencing process is between leaders and followers, not

just a leader influencing followers. Knowing how to lead and developing leadership skills will make you a

better leader and follower.

Organizations and managers or employees. Throughout this book, leadership is referred to in the context of

formal organizational settings Leadership is part of a manager’s job. However, there are managers who

are not effective leaders. There are also nonmanagers who have great influence on managers and peers.

Manager or leader and followers? Therefore, in this book we do not use the terms manager and leader

interchangeably. The term manager means a person who has a formal title and authority. The term leader

means a person who may be either a manager or a nonmanager. A leader always has the ability to influence

others; a manager may not. Thus, a leader is not necessarily a person who holds some formal position such

as a manager.

4 Instructor’s Manual for Leadership: Theory, Application, Skill Development, 6e

use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website

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A follower is a person who is being influenced by a leader. A follower can be a manager or a nonmanager.

Good followers are not “yes people” who simply follow the leader without giving input that influences the

leader. The qualities needed for effective leadership are the same as those needed to be an effective

follower.

WORK APPLICATION 1-1

Recall a present or past job. Were you both a leader and a follower? Explain.

2. Influence (Slide 1-9)

Influencing is the process of a leader communicating ideas, gaining acceptance of them, and motivating

followers to support and implement the ideas through change.

WORK APPLICATION 1-2

Briefly explain the influencing relationship between the leader and followers

where you work(ed).

3. Organizational Objectives (Slide 1-10)

Effective leaders influence followers to accomplish shared objectives. Setting objectives clearly affects

performance.

Members of the organization need to work together toward an outcome the leader and followers both want,

a desired future or shared purpose that motivates them toward this preferable outcome.

WORK APPLICATION 1-3

State one or more objectives from an organization where you work(ed).

4. Change

Influencing and setting objectives is about change. To be an effective leader and follower you must be open

to change.

Leaders bring about change by asking followers for their input, to change the status quo, to continuously

improve work processes, and to develop new innovative products and services.

WORK APPLICATION 1-4

Are the managers where you work(ed) effective at influencing their employees to

bring about change? Explain.

5. People

Leadership is about leading people through relationships. People accomplish the objectives. To be

effective at almost every job today, you must be able to get along with people.

WORK APPLICATION 1-5

Do managers where you work(ed) treat employees as valuable assets? Explain.

II. LEADERSHIP SKILLS

LO 1-2. Identify and define the managerial leadership skills.

The three skills are technical, interpersonal, and decision-making. Technical skills involve the ability to use

methods and techniques to perform a task. Interpersonal skills involve the ability to understand,

communicate, and work well with individuals and groups through developing effective relationships.

Decision-making skills are based on the ability to conceptualize situations and select alternatives to solve

problems and take advantage of opportunities.

Self-Assessment 1-2

Managerial Leadership Skills

If you want students to complete the Self-Assessment exercises throughout the

book, you may want to tell students and spend a little time talking about them.

Instructor’s Manual for Leadership: Theory, Application, Skill Development, 6e 5

use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website

for classroom use.

A. Are Leaders Born or Made? (Slide 1-11)

You may think this is a trick question, because most researchers say the answer is both. Effective leaders are not

simply born or made, they are born with some leadership ability and develop it.

WORK APPLICATION 1-6

Do you believe that you are a born leader? Do you believe that you can develop

your leadership skills to improve job performance?

B. Can Leadership Be Taught and Skills Developed?

YES. Leadership is an individual capability and research supports that leadership is learnable. Students can

develop their leadership skills, including their knowledge, skills, and abilities (KSA).

If leadership could not be developed, why do major corporations spend millions of dollars on leadership

training each year.

C. Managerial Leadership Skills (Slide 1-12, also Exhibit 1.2)

1. Technical skills involve the ability to use methods and techniques to perform a task.

2. Interpersonal skills involve the ability to understand, communicate, and work well with individuals and

groups through developing effective relationships.

3. Decision-making skills are based on the ability to conceptualize situations and select alternatives to solve

problems and take advantage of opportunities

4. Skills Needed Based on Management Level (Slide 1-14, with Discussion Question on Slide 1-13)

Top level managers have a greater need for interpersonal and decision making skills than technical skills.

Middle level managers have a balanced need for all three skills. First level managers have a greater need for

technical and interpersonal skills than decision making skills.

CONCEPT APPLICATION 1-1

Managerial Leadership Skills

Answers to Concept Application questions are at the end of lecture outline.

III. LEADERSHIP MANAGERIAL ROLES (Slide 1-15)

LO 1-3. List the ten managerial roles based on their three categories.

Leaders perform the interpersonal role when they act as figurehead, leader, and liaison. Leaders perform the

informational role when they act as monitor, disseminator, and spokesperson. Leaders perform the decisional

role when they act as entrepreneur, disturbance handler, resource allocator, and negotiator.

Henry Mintzberg identified ten managerial roles that leaders perform to accomplish organizational objectives.

He grouped these roles into three categories.

The managerial role categories are interpersonal, informational, and decisional.

A. Interpersonal Roles (Slide 1-16, and Exhibit 1.3)

The interpersonal leadership roles include leader, figurehead, and liaison.

1. Leader Role

The leader role is that of performing the management functions (planning, organizing, leading, and

controlling) to effectively operate the managers’ unit to accomplish organizational objectives.

2. Figurehead Role

WORK APPLICATION 1-7

Select a manager, preferably one who is or was your boss, and state the specific

mana

ement skills he or she uses (used) on the

ob.

6 Instructor’s Manual for Leadership: Theory, Application, Skill Development, 6e

use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website

for classroom use.

Leaders perform the figurehead role when they represent the organization or department in legal, social,

ceremonial, and symbolic activities.

3. Liaison Role

Leaders perform the liaison role when they interact with people outside of their organizational unit.

WORK APPLICATION 1-8

Give one job example of the specific behavior you or some other leader displayed

when performing the figurehead, leader, and liaison roles. For each of the three

roles, be sure to identify the leader as you or another, the role by its name, and the

specific behavior.

B. Informational Roles (Slide 1-17)

The informational leadership roles include monitor, disseminator, and spokesperson.

1. Monitor Role

Leaders perform the monitor role when they gather information.

2. Disseminator Role

Leaders perform the disseminator role when they send information to others in the organizational unit.

3. Spokesperson Role

Leaders perform the spokesperson role when providing information to people outside the organizational

unit.

WORK APPLICATION 1-9

Give one job example of the specific behavior you or some other leader conducted

when performing the monitor, disseminator, and spokesperson roles. For each of

the three roles, be sure to identify the leader as you or another, the role by its

name, and the specific behavior.

C. Decisional Roles (Slide 1-18)

The decisional leadership roles include entrepreneur, disturbance handler, resource allocator, and negotiator.

1. Entrepreneur Role

Leaders perform the entrepreneur role when they innovate new or improved products.

2. Disturbance-Handler Role

Leaders perform the disturbance-handler role when they take corrective action during crisis that interrupts

business.

3. Resource-Allocator Role

Leaders perform the resource-allocator role when they schedule, request authorization, and perform

budgeting activities.

4. Negotiator Role

Leaders perform the negotiator role when they represent their organizational unit during transactions that

do not include set boundaries (such as only one price and term of a sale/purchase for a product/service or

pay of an employee).

WORK APPLICATION 1-10

Give one job example of the specific behavior you or some other leader performed

when fulfilling the entrepreneur, disturbance-handler, resource-allocator, and

negotiator roles. For each of the four roles, be sure to identify the leader as you or

another, the role by its name, and the specific behavior.

CONCEPT APPLICATION 1-2

Leadership Managerial Roles

Answers to the Concept Application questions are at the end of lecture outline.