Leadership Theory and Practice Discussion Questions

Leadership Theory and Practice Discussion Questions ORDER NOW FOR CUSTOMIZED AND ORIGINAL ESSAY PAPERS ON Leadership Theory and Practice Discussion Questions After conducting the leadership instrument activity for chapter 4 of the Northouse textbook, what would you say is your preferred leadership style? Are there situations where your style may vary? If so, why do you think that is the case? Troy University LDR1100 Leadership Theory and Practice Discussion Questions Make sure to answer all parts of the question. Read all discussion questions carefully. Leadership Theory and Practice Discussion Questions Your response to each question must be at least 200 words Answer the questions using textbook pp.71 to pp.82 (chapter 4) attachment_1 Leadership Theory and Practice Discussion Questions. Leadership Seventh Edition To Laurel, Lisa, Madison, Scott, and Kallie Leadership Theory and Practice • Seventh Edition Peter g.Northouse Western Michigan University For information: Copyright ? 2016 by SAGE Publications, Inc. SAGE Publications, Inc. All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. 2455 Teller Road Thousand Oaks, California 91320 E-mail: [email protected] SAGE Publications Ltd. 1 Oliver’s Yard 55 City Road London EC1Y 1SP Printed in the United States of America United Kingdom Library of Congress Cataloging-in-Publication Data SAGE Publications India Pvt. Ltd. Northouse, Peter Guy. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India SAGE Publications Asia-Pacific Pte. Ltd. 3 Church Street #10-04 Samsung Hub Singapore 049483 Leadershop : theory and practice/Peter Northouse, Western Michigan University.—Seventh Edition. pages cm Includes bibliographical references and index. ISBN 978-1-4833-1753-3 (pbk. : alk. paper) 1. Leadership. 2. Leadership—Case studies. I. Title. HM1261.N67 2015 303.3?4—dc23???2014044695 Acquisitions Editor: Maggie Stanley This book is printed on acid-free paper. Associate Editor: Abbie Rickard Editorial Assistant: Nicole Mangona Production Editor: Libby Larson Copy Editor: Melinda Masson Typesetter: C&M Digitals (P) Ltd. Proofreader: Sally Jaskold Indexer: Sheila Bodell Cover Designer: Gail Buschman Marketing Manager: Liz Thornton Digital Content Editor: Katie Bierach 15 16 17 18 19 10 9 8 7 6 5 4 3 2 1 Brief Contents Preface 1. Introduction xvii 1 2. Trait Approach 19 4. Behavioral Approach 71 3. Skills Approach 5. Situational Approach 43 93 6. Path–Goal Theory 115 8. Transformational Leadership 161 7. Leader–Member Exchange Theory 9. Authentic Leadership 10. Servant Leadership 11. Adaptive Leadership 12. Psychodynamic Approach 13. Leadership Ethics 14. Team Leadership 15. Gender and Leadership 16. Culture and Leadership 137 195 225 257 295 329 363 397 427 Author Index 467 About the Author 491 Subject index About the Contributors 477 493 Detailed Contents Preface xvii 1. Introduction Leadership Defined Ways of Conceptualizing Leadership Definition and Components Leadership Described Trait Versus Process Leadership Assigned Versus Emergent Leadership Leadership and Power Leadership and Coercion Leadership and Management Plan of the Book Summary References 1 2 5 6 7 7 8 10 12 13 15 16 17 2. Trait Approach Description Intelligence Self-Confidence Determination Integrity Sociability Five-Factor Personality Model and Leadership Emotional Intelligence How Does the Trait Approach Work? Strengths Criticisms 19 19 23 24 24 25 26 26 27 29 30 30 Application Case Studies Case 2.1 Choosing a New Director of Research Case 2.2 A Remarkable Turnaround Case 2.3 Troy University LDR1100 Leadership Theory and Practice Discussion Questions Recruiting for the Bank Leadership Instrument Leadership Trait Questionnaire (LTQ) Summary References 32 32 33 34 36 37 38 40 41 3. Skills Approach Description Three-Skill Approach Technical Skill Human Skill Conceptual Skill Summary of the Three-Skill Approach Skills Model Competencies Individual Attributes Leadership Outcomes Career Experiences Environmental Influences Summary of the Skills Model How Does the Skills Approach Work? Strengths Criticisms Application Case Studies Case 3.1 A Strained Research Team Case 3.2 A Shift for Lieutenant Colonel Adams Case 3.3 Andy’s Recipe Leadership Instrument Skills Inventory Summary References 43 43 44 44 44 45 46 47 48 52 53 54 55 56 56 57 58 59 60 60 62 64 66 67 69 70 4. Behavioral Approach Description The Ohio State Studies The University of Michigan Studies Blake and Mouton’s Managerial (Leadership) Grid Authority–Compliance (9,1) 71 71 72 73 74 75 Country-Club Management (1,9) Impoverished Management (1,1) Middle-of-the-Road Management (5,5) Team Management (9,9) Paternalism/Maternalism Opportunism How Does the Behavioral Approach Work? Strengths Criticisms Application Case Studies Case 4.1 A Drill Sergeant at First Case 4.2 Eating Lunch Standing Up Case 4.3 We Are Family Leadership Instrument Leadership Behavior Questionnaire Summary References 75 75 76 77 77 77 78 80 81 81 82 83 84 85 87 88 90 91 5. Situational Approach Description Leadership Styles Development Levels How Does the Situational Approach Work? Strengths Criticisms Application Case Studies Case 5.1 Marathon Runners at Different Levels Case 5.2 Why Aren’t They Listening? Case 5.3 Getting the Message Across Leadership Instrument Situational Leadership? Questionnaire: Sample Items Summary References 93 93 94 96 97 98 99 102 103 103 105 107 108 109 112 113 6. Path–Goal Theory Description Leader Behaviors Directive Leadership Supportive Leadership Participative Leadership Achievement-Oriented Leadership 115 115 117 117 117 118 118 Follower Characteristics Task Characteristics How Does Path–Goal Theory Work? Strengths Criticisms Application Case Studies Case 6.1 Three Shifts, Three Supervisors Case 6.2 Direction for Some, Support for Others Case 6.3 Playing in the Orchestra Leadership Instrument Path–Goal Leadership Questionnaire Summary References 118 119 120 122 123 124 125 126 128 129 132 133 135 136 7. Leader–Member Exchange Theory Description Early Studies Later Studies Leadership Making How Does LMX Theory Work? Strengths Criticisms Application Case Studies Case 7.1 His Team Gets the Best Assignments Case 7.2 Working Hard at Being Fair Case 7.3 Taking on Additional Responsibilities Leadership Instrument LMX 7 Questionnaire Summary Troy University LDR1100 Leadership Theory and Practice Discussion Questions References 137 137 137 140 142 144 145 146 148 149 150 151 152 154 155 157 158 8. Transformational Leadership Description Transformational Leadership Defined Transformational Leadership and Charisma A Model of Transformational Leadership Transformational Leadership Factors Transactional Leadership Factors Nonleadership Factor Other Transformational Perspectives Bennis and Nanus Kouzes and Posner 161 161 162 164 166 167 171 172 172 172 174 How Does the Transformational Approach Work? Strengths Criticisms Application Case Studies Case 8.1 The Vision Failed Case 8.2 An Exploration in Leadership Case 8.3 Her Vision of a Model Research Center Leadership Instrument Summary References 175 176 178 180 181 181 183 185 187 190 191 9. Authentic Leadership Description Authentic Leadership Defined Approaches to Authentic Leadership Practical Approach Theoretical Approach How Does Authentic Leadership Work? Strengths Criticisms Applications Case Studies Case 9.1 Am I Really a Leader? Case 9.2 A Leader Under Fire Case 9.3 The Reluctant First Lady Leadership Instrument Authentic Leadership Self-Assessment Questionnaire Summary References 195 195 196 197 197 200 205 206 207 208 209 210 212 214 217 218 220 221 10. Servant Leadership Description Servant Leadership Defined Historical Basis of Servant Leadership Ten Characteristics of a Servant Leader Building a Theory About Servant Leadership Model of Servant Leadership Antecedent Conditions Servant Leader Behaviors Outcomes Summary of the Model of Servant Leadership How Does Servant Leadership Work? Strengths 225 225 226 226 227 229 231 231 233 236 238 238 239 Criticisms Application Case Studies Case 10.1 Everyone Loves Mrs. Noble Case 10.2 Doctor to the Poor Case 10.3 Servant Leadership Takes Flight Leadership Instrument Servant Leadership Questionnaire Summary References 240 241 242 243 244 247 249 250 253 254 11. Adaptive Leadership Description Adaptive Leadership Defined A Model of Adaptive Leadership Situational Challenges Leader Behaviors Adaptive Work How Does Adaptive Leadership Work? Strengths Criticisms Application Case Studies Case 11.1 Silence, Stigma, and Mental Illness Case 11.2 Taming Bacchus Case 11.3 Redskins No More Leadership Instrument Adaptive Leadership Questionnaire Summary References 257 257 258 260 261 263 273 274 275 276 277 279 12. Psychodynamic Approach Manfred F. R. Kets de Vries and Alicia Cheak Description The Clinical Paradigm History of the Psychodynamic Approach Key Concepts and Dynamics Within the Psychodynamic Approach 1. Focus on the Inner Theatre 2. Focus on the Leader-Follower Relationships 3. Focus on the Shadow Side of Leadership How Does the Psychodynamic Approach Work? Strengths 295 279 281 283 286 287 292 293 295 296 297 301 301 302 305 305 306 Criticisms Application Group Coaching Case Studies Case 12.1 Dealing With Passive-Aggressives Case 12.2 The Fear of Success Case 12.3 Helping a Bipolar Leader Leadership Instrument The Leadership Archetype Questionnaire (Abridged Version) Summary References 307 308 309 313 313 314 315 317 318 324 324 13. Leadership Ethics Description Troy University LDR1100 Leadership Theory and Practice Discussion Questions Ethics Defined Level 1. Preconventional Morality Level 2. Conventional Morality Level 3. Postconventional Morality Ethical Theories Centrality of Ethics to Leadership Heifetz’s Perspective on Ethical Leadership Burns’s Perspective on Ethical Leadership The Dark Side of Leadership Principles of Ethical Leadership Ethical Leaders Respect Others Ethical Leaders Serve Others Ethical Leaders Are Just Ethical Leaders Are Honest Ethical Leaders Build Community Strengths Criticisms Application Case Studies Case 13.1 Choosing a Research Assistant Case 13.2 How Safe Is Safe? Case 13.3 Reexamining a Proposal Leadership Instrument Perceived Leader Integrity Scale (PLIS) Summary References 329 329 330 331 332 332 333 336 337 338 339 341 341 342 344 345 346 347 348 349 349 350 351 352 355 356 359 360 14. Team Leadership Susan E. Kogler Hill Description 363 363 Team Leadership Model Team Effectiveness Leadership Decisions Leadership Actions How Does the Team Leadership Model Work? Strengths Criticisms Application Case Studies Case 14.1 Can This Virtual Team Work? Case 14.2 They Dominated the Conversation Case 14.3 Starts With a Bang, Ends With a Whimper Leadership Instrument Team Excellence and Collaborative Team Leader Questionnaire Summary References 366 367 372 377 381 382 383 384 385 385 386 387 389 391 393 393 15. Gender and Leadership Crystal L. Hoyt and Stefanie Simon Description The Glass Ceiling Turned Labyrinth Evidence of the Leadership Labyrinth Understanding the Labyrinth Gender Differences in Leadership Styles and Effectiveness Navigating the Labyrinth Strengths Criticisms Application Case Studies Case 15.1 The “Glass Ceiling” Case 15.2 Lack of Inclusion and Credibility Case 15.3 Pregnancy as a Barrier to Job Status Leadership Instrument The Gender–Leader Implicit Association Test Summary References 397 401 406 409 410 411 411 412 413 414 415 416 419 420 16. Culture and Leadership Description Culture Defined Related Concepts 427 427 428 428 397 398 398 399 Ethnocentrism Prejudice Dimensions of Culture Uncertainty Avoidance Power Distance Institutional Collectivism In-Group Collectivism Gender Egalitarianism Assertiveness Future Orientation Performance Orientation Humane Orientation Clusters of World Cultures Characteristics of Clusters Anglo Confucian Asia Eastern Europe Germanic Europe Latin America Latin Europe Middle East Nordic Europe Southern Asia Sub-Saharan Africa Leadership Behavior and Culture Clusters Eastern Europe Leadership Profile Latin America Leadership Profile Latin Europe Leadership Profile Confucian Asia Leadership Profile Nordic Europe Leadership Profile Anglo Leadership Profile Sub-Saharan Africa Leadership Profile Southern Asia Leadership Profile Germanic Europe Leadership Profile Middle East Leadership Profile Universally Desirable and Undesirable Leadership Attributes Strengths Criticisms Application Case Studies Case 16.1 A Challenging Workplace Case 16.2 Troy University LDR1100 Leadership Theory and Practice Discussion Questions A Special Kind of Financing Case 16.3 Whose Hispanic Center Is It? 428 429 430 431 432 432 432 433 433 433 434 434 434 436 437 437 437 437 438 438 438 439 439 439 439 441 441 441 443 443 444 445 445 446 446 448 449 450 451 452 452 454 456 Leadership Instrument Dimensions of Culture Questionnaire Summary References 458 459 464 465 Author Index 467 About the Author 491 About the Contributors 493 Subject index 477 Preface This seventh edition of Leadership: Theory and Practice is written with the objective of bridging the gap between the often-simplistic popular approaches to leadership and the more abstract theoretical approaches. Like the previous editions, this edition reviews and analyzes a selected number of leadership theories, giving special attention to how each theoretical approach can be applied in real-world organizations. In essence, my purpose is to explore how leadership theory can inform and direct the way leadership is practiced. NEW TO THIS EDITION New to this volume is a chapter on adaptive leadership, which examines the nature of adaptive leadership, its underpinnings, and how it works. The chapter presents a definition, a model, and the latest research and applications of this emerging approach to leadership. In addition, the strengths and weaknesses of the adaptive leadership approach are examined, and a questionnaire to help readers assess their own levels of adaptive leadership is provided. Three case studies illustrating adaptive leadership are presented at the end of the chapter. This volume also presents an entirely new chapter on psychodynamic leadership written by a leading expert in the field, Manfred F. R. Kets De Vries, and Alicia Cheak. Like the other chapters, this chapter provides a theoretical explanation of psychodynamic leadership, applications, cases studies, and an assessment instrument. This edition also includes an expanded discussion of the dark side of leadership and psuedotransformational leadership and the negative uses and abuses of leadership. New research has been added throughout the book as xvii xviii??Leadership Theory and Practice well as many new case studies and examples that help students apply leadership concepts to contemporary settings. Leadership Theory and Practice Discussion Questions. This edition retains many special features from previous editions but has been updated to include new research findings, figures and tables, and everyday applications for many leadership topics including leader–member exchange theory, transformational and authentic leadership, team leadership, the labyrinth of women’s leadership, and historical definitions of leadership. The format of this edition parallels the format used in earlier editions. As with previous editions, the overall goal of Leadership: Theory and Practice is to advance our understanding of the many different approaches to leadership and ways to practice it more effectively. Special Features? Although this text presents and analyzes a wide range of leadership research, every attempt has been made to present the material in a clear, concise, and interesting manner. Reviewers of the book have consistently commented that clarity is one of its major strengths. In addition to the writing style, several other features of the book help make it user-friendly. Troy University LDR1100 Leadership Theory and Practice Discussion Questions • Each chapter follows the same format: It is structured to include first theory and then practice. • Every chapter contains a discussion of the strengths and criticisms of the approach under consideration, and assists the reader in determining the relative merits of each approach. • Each chapter includes an application section that discusses the practical aspects of the approach and how it could be used in today’s organizational settings. • Three case studies are provided in each chapter to illustrate common leadership issues and dilemmas. Thought-provoking questions follow each case study, helping readers to interpret the case. • A questionnaire is provided in each of the chapters to help the reader apply the approach to his or her own leadership style or setting. • Figures and tables illustrate the content of the theory and make the ideas more meaningful. Through these special features, every effort has been made to make this text substantive, understandable, and practical. Preface xix Audience? This book provides both an in-depth presentation of leadership theory and a discussion of how it applies to real-life situations. Thus, it is intended for undergraduate and graduate classes in management, leadership studies, business, educational leadership, public administration, nursing and allied health, social work, criminal justice, industrial and organizational psychology, communication, religion, agricultural education, political and military science, and training and development. It is particularly well suited as a supplementary text for core organizational behavior courses or as an overview text within MBA curricula. This book would also be useful as a text in student activities, continuing education, in-service training, and other leadership-development programs. Instructor Teaching Site SAGE edge for Instructors, a password-protected instructor resource site, supports teaching by making it easy to integrate quality content and create a rich learning environment for students. The test banks, which have been expanded for this edition, include multiple-choice and true/false questions to test comprehension, as well as essay questions that ask students to apply the material. An electronic test bank, compatible with PCs and Macs through Diploma software, is also available. Chapter-specific resources include PowerPoint slides, study and discussion questions, suggested exercises, full-text journal articles, and video and audio links. General resources include course-long projects, sample syllabi, film resources, and case notes. Troy University LDR1100 Leadership Theory and Practice Discussion Questions Printable PDF versions of the questionnaires from the text are included for instructors to print and distribute for classroom use. A course cartridge includes assets found on the Instructor Teaching Site and the Student Study Site, as well as a bonus quiz for each chapter in the book—all in an easy-toupload package. Go to edge.sagepub.com/northouse7e to access the companion site. Student Study Site SAGE edge for Students provides a personalized approach to help students accomplish their coursework goals in an easy-to-use learning environment. Mobile-friendly eFlashcards and practice quizzes strengthen understanding of key terms and concepts and allow for independent assessment by students of their mastery of course material. A customized online action plan includes xx??Leadership Theory and Practice tips and feedback on progress through the course and materials, which allows students to individualize their learning experience. Learning objectives, multimedia links, discussion questions, and SAGE journal articles help students study and reinforce the most important material. Students can go to edge.sagepub.com/northouse7e to access the site. Media Icons Icons appearing at the bottom of the page will direct you to online media such as videos, audio links, journal articles, and reference articles that correspond with key chapter concepts. Visit the Student Study Site at edge. sagepub.com/northouse7e to access this media. icons Northouse on Leadership ??SAGE Journal Article ??Audio ???Reference Article ??Video Acknowledgments Many people directly or indirectly contributed to the development of the seventh edition of Leadership: Theory and Practice. First, I would like to acknowledge my editor, Maggie Stanley, and her talented team at SAGE Publications (Nicole, Abbie, MaryAnn, Liz, Katie, and Lauren) who have contributed significantly to the quality of this edition and ensured its success. For their very capable work during the production phase, I would like to thank copy editor Melinda Masson, and senior project editor Libby Larson. In her own unique way, each of these people made valuable contributions to the seventh edition. For comprehensive reviews of the seventh edition, I wo …Leadership Theory and Practice Discussion Questions Get a 10 % discount on an order above $ 100 Use the following coupon code : NURSING10

Read more
Enjoy affordable prices and lifetime discounts
Use a coupon FIRST15 and enjoy expert help with any task at the most affordable price.
Order Now Order in Chat

Start off on the right foot this semester. Get expert-written solutions at a 20% discount