978-1285866352 Chapter 9 Solution Manual Part 2

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Advocates of stewardship and servant leadership view the leader as a steward and servant of the people.

Both leadership types call for empathy, kindness, honesty, humility, equality, moral integrity, empowerment, and

respect for others, especially the less powerful or influential

Some have used the term values-based leadership to describe these two leadership types.

Stewardship is an employee-focused form of leadership that empowers followers to make decisions and have

control over their jobs.

Servant leadership is leadership that transcends self-interest to serve the needs of others, by helping them grow

professionally and personally.

A. Stewardship and Attributes of the Effective Steward Leader (Slide 9-20 holds Exhibit 9-5)

Leaders who embody the stewardship philosophy are sincerely concerned about their followers and want to

assist them to grow, develop, and achieve both personal and organizational goals.

A central theme of stewardship is commitment to people’s growth and building community.

An effective steward leader creates the environment for individual and team empowerment where decision

making is highly decentralized.

Therefore, stewardship is more about facilitating than actively leading.

Exhibit 9.5: Attributes of Effective Stewardship highlights four attributes of effective stewardship

Strong Team Orientation – the steward leader’s role is less dominant and more supportive, more

of a coach or facilitator than leader of the team

Decentralized Decision Making and Power – the steward leader is highly effective, given the

empowered status of followers and the positive exchange relationship between the steward

leader and followers

Equality – honesty, respect, and mutual trust prevail when there is equality

Reward – without rewards that are aligned with performance, it is hard to sustain stewardship

Stewardship leaders don’t lead; they coach followers to do the leading.

B. Servant Leadership and Attributes of the Effective Servant Leader (Slide 9-21 holds Exhibit 9-6, 9-22

holds Discussion Questions and 9-23 holds Key Terms)

At the core of servant leadership is self-sacrifice for others without regard to what one might receive in return.

The servant leader operates from the viewpoint that we all have a moral duty to one another and that as leaders,

we have to both serve and lead.

Leadership is seen as an opportunity to serve at the ground level, not to lead from the top.

It is a leadership approach that is centered on a strong service orientation and moral–spiritual grounding.

See Exhibit 9.6: Attributes of the Effective Servant Leader

Helping others Discover Their Inner Spirit – the servant leader’s role is to help followers

discover the strength of their inner spirit and their potential to make a difference

Earning and Keeping Others’ Trust – it is about influence based on trust, not power

Service over Self-Interest – doing what is right for others takes precedence over protecting

one’s position

Effective Listening – servant leaders do not impose their will on the team; rather, they listen

carefully to the problems others are facing and then engage the team to find solutions

WORK APPLICATION 9-9

In your college or work experience, identify one leader you have come across

whom you can say fits the bill of either a steward or servant leader? Explain

why.

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Self-Assessment 9-3

Personality and Charismatic and Transformational Leadership

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.

LEARNING OUTCOMES AND ANSWERS

The chapter summary is organized to answer the learning objectives for Chapter 9. They are also found at the end of

the chapter and can be used as short answer questions on exams.

These learning outcomes are included in the test bank in the conceptual section.

1. Briefly explain Max Weber’s conceptualization of charisma.

Weber used the term charisma to explain a form of influence based on follower perceptions that the leader is

endowed with the gift of divine inspiration, not a traditional or legal mandate of authority. This gift of divine

2. Explain what is meant by the phrase “locus of charismatic leadership”.

The question scholars have entertained since Weber’s conception of charisma is whether charisma is a function

of the prevailing social climate, the leader’s extraordinary qualities, or the confluence of the two. Supporters of

the view that charismatic leadership could not take place unless the society were in a tumultuous, unstable

situation argue that without a crisis and followers’ need for change, a leader’s charismatic qualities would be

hard to notice or appreciate. Therefore, for proponents of this viewpoint, the locus of charismatic leadership is

3. Discuss the effects of charismatic leadership on followers.

Charismatic leaders tend to have a strong emotional bond with their followers. The effects of such a bond are

that followers are inspired to give unconditional loyalty, devotion, obedience, and commitment to the leader and

4. Discuss how one can acquire charismatic qualities.

There are suggested strategies for acquiring or enhancing charismatic qualities. Through training and education,

5. Distinguish between socialized and personalized charismatic leaders types.

The charismatic leader seeks to achieve the unconditional commitment and devotion of followers to his or her

vision. However, negative charismatic leaders emphasize devotion to themselves more than to ideals, and

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6. Explain the four stages of the transformational process.

A transformational leader who is brought into an organization facing a serious crisis or approaching total

collapse has to institute a turnaround strategy. Turnaround strategies are often radical transformations that put

the organization on a different path for future growth and prosperity. The magnitude of the task and the high

risk of failure require that it be approached in a systematic fashion. Thus, the transformation process is a four-

7. List the qualities of effective charismatic and transformational leaders.

The qualities that effective charismatic and transformational leader share are vision, superb communication

8. Describe the four behavior dimensions associated with transformational and charismatic leaders.

The four behavior dimensions, also known as the “four I’s” are idealized influence, inspirational motivation,

individual consideration, and intellectual stimulation.

Idealized Influence—behavior that conveys an ideal future that is much better than the present. The leader’s

9. Distinguish between charismatic and transformational leadership.

The two leadership types are similar in that charisma and vision are central concepts in both of them. Also,

both leadership types share the ability to influence followers to believe in their vision. They are different in

many ways:

 Charismatic leaders are by nature transformational (regardless of the kind of transformation they seek),

 Charismatic leaders tend to have a more activist mind-set than transformational leaders. They use

 Charismatic leaders tend to have a sense of their purpose or personal meaning much earlier in life than

transformational leaders. Transformational leaders follow a career path that brings them to the point of

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10. Explain the basis of stewardship and servant leadership.

Both leadership types are based on placing others ahead of oneself. Servant leadership and stewardship have

REVIEW QUESTION ANSWERS

These review questions are included in the test bank in the conceptual section.

1. Citing specific examples, explain how a charismatic leader can use vision and superb communication

skills to make his/her case.

Charismatic leaders have the ability to articulate a transcendent vision that becomes the rallying cry of a

movement or a cause. Charismatic leaders use their superior rhetorical skills to stir dissatisfaction with the

2. Describe the leading characteristics of charismatic leaders.

Charismatic leaders are visionary in that they have the ability to articulate an idealized vision of a future that is

significantly better than the present. In addition to having a vision, charismatic leaders can communicate

complex ideas and goals in clear, compelling ways, so that everyone from the top management level to the

bottom level of the organization can understand and identify with their message. Charismatic leaders build trust

3. Martin Luther King, Jr., Gandhi, John F. Kennedy, Adolph Hitler, Nelson Mandela, David Koresh (of

the Branch Davidians), Herb Kelleher (of Southwest Airlines), and Richard Branson (of the Virgin

Group) are/were charismatic leaders. Can you associate with each name a characteristic (see Exhibit 9.3)

of charisma you think best describes the individual? Note: If you are not familiar with these individuals,

do library or Internet research on them before attempting an answer.

This question may illicit different responses from different students; however, each response can be used to

initiate further discussion and justification. Here are suggested responses on each leader:

Martin Luther King, Jr. – Self-confidence and moral conviction

Gandhi – Ability to inspire trust

4. Why is the theory of charisma described as a double-edge sword?

Not all leaders use their charisma for positive results. Some leaders use their charisma to promote self-interest.

Group accomplishments are used for self-glorification, and ideological appeals are simply ploys to gain power.

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5. Describe the limitations of charismatic leadership theory.

Despite the contributions by charismatic theorists to the field of leadership, charisma is not without its

limitations. Charismatic leadership theories emphasize the role of an individual leader who takes the initiative

for developing and articulating a vision to followers. However, it is more likely the case that in times of crisis

6. Describe four key behavior dimensions associated with charismatic and transformational leaders.

The four behavior dimensions, also known as the four “I’s” are idealized influence, inspirational motivation,

individual consideration, and intellectual stimulation.

Idealized Influence— behavior that conveys an ideal future that is much better than the present. The

leader’s behavior is aimed at inspiring followers to share in his or her vision.

Inspirational Motivation—passionate communications of better days ahead that motivates followers to buy

7. Describe some key attributes/qualities of charismatic and transformational leaders.

They:

 See themselves as change agents

 Are visionaries who have a high level of trust for their intuition

8. What is servant leadership?

Servant leadership is leadership that transcends self-interest to serve the needs of others, by helping them grow

CRITICAL THINKING QUESTION ANSWERS

Applications may also be used as class discussion questions or written assignments to develop communication skills.

These communication questions are included in the test bank in the application section.

1. A strong emotional attachment and loyalty to a charismatic leader can have both beneficial and

detrimental effects on followers. Explain both types of effects on followers. (Slide 9-10)

A charismatic leader can be very effective in encouraging followers to buy into the future vision and potential

2. Charismatic leaders are said to possess special traits that influence their behaviors. Three such traits

described in the chapter are envisioning, empathy, and empowerment. Explain how each of these traits

influences how followers perceive the charismatic leader. (Slide 9-8)

Envisioning is the leader’s ability to paint a picture of a desired future state with such clarity that followers can

identify with and be excited about. The more compelling the vision and the more effective the delivery, the

more admirable and worthy the leader is perceived to be by the followers. Empathy is the ability to see things

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3. In Chapter 5, different types of power—legitimate, reward, coercive, referent, expert, connection, and

information power—and influencing tactics were discussed. What type of power is the charismatic leader

most likely to be associated with and why? (Slide 9-10)

A key dimension of charismatic leadership is that it involves a relationship or interaction between the leader and

the followers. However, unlike other types of leadership, it is intensely relational and based almost entirely

4. Explain the importance of effective communication skills for charismatic and transformational leaders.

Effective communication skills are an imperative in the successful articulation of a compelling vision and

5. Servant leadership emphasizes being able to serve and lead. In your opinion, is this contradictory or

doable? (Slide 9-22)

6. Do you believe everyone has the same capability to become a servant leader, or are some people by their

nature more inclined to be servant leaders? (Slide 9-22)

Concept Application Answers

There are similar questions in the test bank in the application section.

Concept Application 9-1 The Effects of Charismatic Leaders on Followers

b & g 1. Unconditional acceptance of the leader, loyalty and obedience to the leader

Concept Application 9-2 Socialized Versus Personalized Charismatic Leaders

a 8. Socialized Charismatic Leadership

Concept Application 9-3 Transformational or Transactional Leadership

a 14. Transformational leadership.

b 15. Transactional leadership.

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Concept Application 9-4 Qualities of Effective Charismatic and Transformational Leaders

a, c, e & f 22. Anyone of these four qualities or all of them will apply to the statement.

CASE ANSWERS

Ursula Burns: Xerox’s Chairwoman and CEO

1. In your opinion is Ursula Burns more of a charismatic, transformational or transactional leader? Or, is

she all of these leadership types?

Ms. Burns is more of a transformational leader than a Charismatic leader. Her ascendancy to the top job at

Xerox is due to her performance at previous positions. She exceeded expectations and impressed a lot of

people, especially members of the board of directors. They saw what she had done and what she was capable of

doing. About what it takes to succeed, Ms. Burns said, “I’m an advocate for change and eager to break a little

2. Exhibit 9.4 identifies transformational and charismatic leader behaviors. In your opinion, which of the

behavioral components does Ms. Burns exemplify

She exemplifies all four leader behaviors to varying degrees. Talking about advise she has received from

others, Ms. Burns said she is using some and ignoring some. For example, along the way, someone asked her to

adjust her speaking style. It was too New York, people told her — too fast, too informal. This is what Ms.

Burns had to say about this advice, “What I realized was I have to know my content and know what I want to

3. A key attribute of servant leadership is that it transcends self-interest to serve the needs of others. Does

Ursula Burns fit this bill?

Yes, Burns fits the bill. The hallmark of servant leadership is the desire to serve, rather than the desire to attain

power and control over others. Such leaders make decisions to further the goal of the group rather than their

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4. Exhibit 9.3 identifies the qualities of charismatic and transformational leaders. Base on your knowledge

of Ms. Burns, which of the ten qualities can you directly attribute to her?

The qualities of charismatic and transformational listed in Exhibit 9.3 are vision, superb communication skills,

5 What is the evidence that Ms. Burns employed the transformation process described and outline (see

Exhibit 9.2) in the text?

She made a compelling case for change by arguing that Xerox had to transform from being primarily a

hardware company to both a hardware and software enterprise focused on solving customer problems in both

areas. Her argument that Xerox had to move from a bunker mindset to a growth mindset or else risk its very

Cumulative Case Questions

6. According to the leadership continuum model of Tannenbaum and Schmidt, where would you put Ursula

Burns based on the facts of the case (Chapter 4)?

On Tannenbaum and Schmidt’s continuum of 1 (autocratic) to 7 (participative) scale, Burns would fall

7. Communication is a major competency for leaders (Chapter 6). Would you agree that this is a quality

that Burns likely possesses, to have been as effective as she has been so far?

Since becoming CEO, she has been out trying to rally the troops to her vision. There a lot of evidence that she

8. One of the characteristics of effective teams is the presence of a capable and competent team leader

(Chapter 8). Chapter 8 describes different activities of the team leader in creating an effective team (see

Exhibit 8.1), including turning obstacles into opportunities. Would you describe Ursula Burns as an

effective team leader?

Burns has steadily moved up the corporate ladder at Xerox by being an effective team player and leader. As

CASE EXERCISE AND ROLE-PLAY

Assign the exercise ahead of class time so students can prepare. Students can make up companies or select a real-life

company that they think needs a redirection in terms of its vision and mission. Conclude the exercise by reiterating

the value of an inspiring and compelling vision to the strategic management process.

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VIDEO CASE ANSWERS

Timbuk2: Former CEO Sets a Course

6. Would you describe Timbuk2 former CEO Mark Dwight as a charismatic leader? Why or why not?

Yes. Dwight would be considered a charismatic leader because is he is future-oriented and has the ability to

7. Does Mark Dwight possess any characteristics of a transformational leader? If so, what are they?

Yes. Dwight possesses some characteristics of a transformational leader. He has the ability to initiate change

Developing Your Leadership Skills 9-1

Is the President of the United States a Charismatic Leader?

Total Time (10–30 minutes)

Select a total time you want to spend on this exercise and select an option. You can just have students do the

preparation without any class discussion; however, some students will not have examples as to why they rate the

president as high, medium, or low. Thus, this exercise can help students go beyond simple impressions to an actual

analysis of the president’s charismatic leadership ability. Students may also realize that they form their impressions

on the president more on hearsay from others than on actual analysis of leadership.