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(Correct answer is D)
C. Research shows that followers seek and admire leaders who create feelings
of:
1. Significance – Making followers feel that what they do at work is
important and meaningful.
D. Followers vary in their level of compliance with a leader.
1. Helpers are the most compliant, showing deference to their leaders.
2. Independents are less compliant, distancing themselves.
Interactive Classroom Material:
PRACTICAL ACTION: How to Be a Great Follower: Benefiting Your Boss – And
Yourself (p. 468)
YOUR CALL
Do you think you’ve been a good follower in past jobs?
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Student responses will differ here based on past experiences. Many employees
do not learn about their boss because they do not take the initiative to have a
Additional Activities:
One way that you could build on this Practical Action is to show the students the TED-
Ed video “Leadership Lessons from Dancing Guy.” In this 3-minute comical video, we
see a shirtless dancing guy go from being a “lone nut” to the start of a movement.
Group Exercise #3: Comparing Traits, Behaviors and Skills Between Leaders
There is a group exercise available at the end of this manual that provides students
with the opportunity to examine the leadership skills of famous leaders.
Exercise Objectives
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14.1 I don’t want to be just a manager; I want to be a leader. What’s the
difference between the two?
Management is about coping with complexity, whereas leadership is about
14.2 What does it take to be a successful leader?
14.3 Do effective leaders behave in similar ways?
Effective leaders do behave in similar ways, though their behaviors are
14.4 How might effective leadership vary according to the situation at hand?
The situational approach (or contingency approach) to leadership is a belief that
CHALLENGE: MAJOR QUESTIONS
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14.5 What does it take to truly inspire people to perform beyond their normal
levels?
In order to inspire people to perform beyond their normal levels, transformational
leadership should be utilized. Four key behaviors of transformational leaders in
14.6 If there are many ways to be a leader, which one would describe me best?
There are different perspectives on leadership. There may not be one way to
describe every leader as we have learned that different situations dictate different
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1. Which of Sir Alex Ferguson’s leadership lessons apply to any type of organization?
Explain your rationale.
Most all of Ferguson’s leadership lessons apply to any type of organization. For
2. Use Table 14.1 to evaluate the extent to which Ferguson displays the
characteristics associated with being a good leader and good manager.
Ferguson is a good manager by planning and controlling. He planned for the
3. Which different positive and negative leadership traits and styles are displayed by
Ferguson? Cite examples.
In regards to positive leadership traits, Ferguson portrays intelligence in planning
4. Use Table 14.4 to determine the extent to which Ferguson exhibits servant
leadership. Provide supportive examples.
First, Ferguson listens. When his assistant manager discussed delegating some
responsibilities over to him, he observed and decided that that may be the best
MANAGEMENT IN ACTION: Leadership Lessons from Sir Alex Ferguson
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5. Which of the four types of transformational leadership behavior are displayed by
Ferguson? Provide examples.
Ferguson surely displayed inspirational motivation and idealized influence. First,
he has charisma. When players do not do well, he does not wait until after the
6. What did you learn about leadership from this case?
This case should provide students with the opportunity to learn about the skills
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,
Is It Ethical for Organizations to Incentivize Their Employees to Poach
People from Competing Companies?
Have you used Uber or Lyft instead of a taxi? These two companies are major
competitors in the ride-share and car-for-hire market, and they are creating major
competition for the taxi industry. Both companies rely on the use of apps to connect
riders with drivers.
According to The Wall Street Journal, both companies are “undercutting each other’s
Would you change your competitive practices if you were a senior leader at Uber
or Lyft?
1. Yes. Having employees taking short rides to jam up your competitor’s network is
not ethical. Companies should compete on price and the quality of service, and
Uber seems to be using techniques that affect Lyft’s quality of service.
Uber is not fighting fair by jamming Lyft’s network. It is comparable to hacking
2. No. This is hard-core competition and neither company is breaking any laws. I
applaud Uber for offering incentives to poach key employees from Lyft.
LEGAL/ETHICAL CHALLENGE
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3. Invent another option.
Uber should create incentives for hiring good drivers, but not specifically target
Chapter 14 – Power, Influence, & Leadership: From Becoming a Manager to Becoming a Leader
.
Group Exercise #1: Identifying Preferences for Traits Possessed by
Leaders
Objectives
Introduction
The overall goal of this exercise is to explore students’ perceptions about the traits
possessed by leaders. Leadership traits are physical or personality characteristics that
can be used to differentiate leaders from followers. Contemporary leadership research
Instructions
1. Ask your students to identify someone they believe to be a good leader.
2. Ask students to write down the unique traits possessed by this leader.
4. Make a copy of the leader preferences matrix shown at the end of this exercise and
pass it out to each group. Alternatively, you can create a slide to represent it.
5. Each group member shares his or her leader traits with the group (including the
6. The recorder then looks over the matrix and highlights the traits which appear more
GROUP EXERCISES
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7. Once each group has completed this task, ask the recorders one at a time to share
Questions for Discussion
1. What traits were identified by multiple groups? Probe for the rationale behind
the students’ choices.
2. To what extent do our preferences for these traits influence our evaluations of
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Leader Preferences Matrix
Group Member:
(name)_______
Preferred Traits
Group Member:
(name)________
Preferred Traits
Group Member:
(name)________
Preferred Traits
Group Member:
(name)________
Preferred Traits
Group Member:
(name)________
Preferred Traits
Group Member:
(name)________
Preferred Traits
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Group Exercise #2: Improving a Leader-Member Exchange
Relationship
Objectives
• To give students an example of a real-life leader-member exchange relationship and
Introduction
Leader-Member Exchange theory focuses on the quality of relationships between
managers and subordinates as opposed to the behaviors or traits of either leaders or
Instructions
1. Break students into groups of 3 or 4 and read or distribute the scenario below.
Beth was hired as an administrative assistant at a large restaurant. During her
interview, her boss seemed so likeable and funny and he was willing to answer all of
her questions. She felt comfortable and excited about the job.
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2. Ask the groups to answer the discussion questions shown below.
3. Reconvene as a class and discuss the group’s suggestions for improving leader–
member exchange.
Questions for Discussion
1. How would you evaluate the quality of the leader-member exchange?
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Group Exercise #3: Comparing Traits, Behaviors and Skills Between
Leaders
Objectives
• To examine the leadership skills of famous leaders.
Introduction
In this chapter you learned different approaches to explaining leadership. We know that
leaders possess traits and skills that make them successful. They are effective
Instructions
1. Break into groups of five to six people.
2. Brainstorm a list of famous leaders—CEOs, presidents, politicians, monarchs,
etc., as long as the group knows something about their skills as leaders. Next,
3. Use the following survey to profile the leaders in terms of their traits, behaviors,
and skills.
4. Answer the discussion questions.
Profile Survey Leader A Name: Leader B Name:
______________________ _______________________
In terms of power: Personalized power ____ Personalized power ____
This person uses/used Socialized power ____ Socialized power ____
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Referent power ____ Referent power ____
In terms of influence: Rational persuasion ____ Rational persuasion ____
In terms of the trait Intelligence ____ Intelligence ____
approach to leadership: Conscientiousness ____ Conscientiousness ____
In terms of behavioral Task-oriented Task-oriented
approaches to leadership: behavior ____ behavior ____
Which leadership behaviors Relationship-oriented Relationship-oriented
Questions for Discussion
1. In what ways were the leadership styles of these leaders similar and different?
Explain.
2. Which one of these leaders would you want to work for? Explain your rationale.
3. What did you find most interesting about doing this comparison?
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Video 1: The McFarlane Companies
Teaching Objective: Understand the difference between a manager and a leader and
illustrate some of the traits possessed by successful leaders.
Summary: When Todd McFarlane’s dream to be a major league baseball player fell
Questions
1. Is Todd McFarlane a manager or a leader? Explain.
Answer: Todd McFarlane is both a manager and a leader. He provides the
2. What traits does Todd McFarlane possess that make him a successful leader?
3. Would Todd McFarlane be considered a transformational leader?
Answer: A good case could be made that Toss McFarlane is a transformational
VIDEO CASES
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Video 2: The Power to Change Anything
Teaching Objective: To appreciate the difficulty managers encounter in influencing the
behavior of individuals and teams. To learn how managers influence change and
overcome resistance to change.
Summary: The most important capacity we possess, says author Joseph Grenny, is
Questions:
1. Is it easy to influence behavior?
Answer: It is very difficult to influence behavior, especially when some
2. How can managers influence the behavior of individuals and teams?
Answer: Managers should first recognize that complex behavior problems are
not easily resolved. By locating opinion leaders throughout the organization and
3. Why do individuals resist change? How can they be influenced to embrace
change?
Answer: Individuals resist change because when they feel they can’t do what is
Additional videos directly related to the textbook can be found in the Connect
Instructor’s Manual.
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There are no Manager’s Hot Seat Exercise(s) for this chapter.
MANAGER’S HOT SEAT