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Topic: Leadership Theory and Practice
Book Required: Northouse, P. (2019). Leadership: Theory and practice 8/e. Thousand Oaks, CA: Sage Publications. ISBN: 9781506362311
Chapter 6/7
1. Identify four leadership styles associated with path-goal theory. Explain each style and relate it to styles described in other theories. Can leaders exhibit more than one style?
2. What practical examples can you think of for how leaders can enhance follower motivation?
3. Complete Case 6.1 (or 6.2 or 6.3). Answer all associated questions.
4. Complete the Interactive Leadership Assessment – Path-Goal Leadership Questionnaire (S6). What style do you tend to rely on most? Least? Tell a story that shows how your behavior in one situation illustrated your most common leadership style.
5. What is the focal point of LMX theory? How does LMX theory challenge a basic assumption common to prior theories?
6. Contrast the experiences of in-group and out-group members. Have you observed groups that fit these descriptions in an organization in which you work or with which you affiliate? Give specific examples to support your observations.
7. What are the specific benefits of high-quality leader-member relationships for leaders?
8. Complete the Interactive Leadership Assessment – LMX 7 Questionnaire (S7). For each of the items, indicate the degree to which you think the item is true for you by selecting one of the responses that appear below the item.
Chapter 8/9
1. Transformational leadership has been defined as the “New Leadership” paradigm. Based on the introductory paragraph in Chapter 8, discuss what Bass and Riggio (2006) and what Lowe and Gardner (2001) define as the reasons why this leadership style is so important to leadership research.
2. According to research, in what ways might Millennials not respond positively to the transformational leadership approach?
3. Define/describe pseudo transformational leadership. Give two examples of leaders who fit this leadership style. Explain the difference between personalized leadership and socialized leadership.
4. Complete the sample items from the Interactive Leadership Assessment – Multifactor Leadership Questionnaire Form 5X-Short (S8) and interpret the results. On which factor(s) did you receive the highest score? Give specific examples from your personal experiences to illustrate your behaviors consistent with one factor on which you scored particularly high.
5. Balanced processing is a self-regulatory behavior. How would a leader know if she were doing balanced processing? How does balanced processing fit with passion and vision?
6. How do the practical and theoretical approaches to authentic leadership differ? Are they really describing the same type of leadership?
7. What is the underlying process through which moral values affect other components of authentic leadership?
8. Complete the Interactive Leadership Assessment – Authentic Leadership Self-Assessment Questionnaire (S9). This self-assessment questionnaire is designed to measure your authentic leadership by assessing four components of the process: self-awareness, internal- ized moral perspective, balanced processing, and relational transparency. Interpret and report on the results.
Chapter 10/11
1. In what ways is servant leadership a paradox? Is servant leadership more of a trait or a behavior?
2. Is it always possible to build consensus in groups? If not, what is a servant leader to do?
3. Some of the measures used to assess servant leadership have a spiritual dimension to them (conventual relationship, transcendental spirituality). How are spiritual and ethical behavior related?
4. Have two coworkers, fellow group members, or followers complete the Interactive Leadership Assessment – Servant Leadership Questionnaire (S10) indicating the extent to which they agree or disagree on the statements as they pertain to your leadership. Score their input and report on the results.
5. What is the main function of leaders under the Adaptive Leadership approach? What are the differences of this approach from those we have studied in previous chapters?
6. How would a leader discern whether or not a challenge “strikes at the core of the feelings and thoughts of others?”
7. Complete the Interactive Leadership Assessment – Adaptive Leadership Questionnaire (S11) and ask five coworkers or friends to assess your leadership as well. Average their assessments on all six measures. How does their average compare to your self-assessment of each behavior? Discuss how knowing your behavioral strengths and growth areas might assist you in a leadership situation. Which of the behavioral skills is hardest to develop?
Chapter 12
1. How do you explain that leadership and followership are co-created in a given situation by the individuals involved?
2. Using Kelley’s follower typology, how can a leader motivate alienated, passive, pragmatic, or
conformist followers to be become exemplary followers?
3. What personal examples can you think of where followers have affected leaders and organizational outcomes?
4. Compare the “reversing the lens” approach and the “leadership as co-created process”
approach. Which concept of followership seems most useful to you? Wny?
5. Under “New Perspectives on Followership” one positive facet of being a follower is that “followers get the job done.” Followers carry out the mission of the group and the organization; they do the work. What, then, is the leader’s role in this process?
6. Are there generational differences in the types of authority figures that appeal to people today?
7. What power resources do people in society have to challenge bad leaders?
8. Complete the Interactive Leadership Assessment – Followership Questionnaire (S12) by thinking of a specific leader-follower situation where you were in the role of follower. Use the scale to indicate the extent to which the statement describes you and your behavior in the situation. Report on your results.
Chapter 13
1. How is moral development related to ethical leadership?
2. Distinguish/describe the differences between Heifetz/s and Burn’s perspectives on
leadership. Choose the one that you think is most valuable and why.
3. What is the difference between conformers and colluders?
4. How can an organizational environment become conducive to destructive leadership? Relate this idea to your reading on the Psychodynamic Approach.
5. Define and describe the principles of ethical leadership. Which two of the five covered in Chapter 13 do think are most important? Why?
6. Complete Case studies 13.1 and 13.2 and answer the questions that follow the case studies.
7. What is the best way to teach ethics? What are the challenges? What would you include in an ethics curriculum?
8. Complete the Interactive Leadership Assessment – Ethical Leadership Style Questionnaire (Short Form) (S13) by indicating your preferred response to the ten hypothetical situations in which a leader is confronted with an ethical dilemma. Share your results.
Chapter 14
1. What are some of the reasons that work teams have become more prevalent in today’s
organizations? How do they provide a competitive advantage?
2. What are the challenges of virtual teams? How can leaders make virtual teams more effective?
3. Explain how lateral decision-making works. When is this method preferable to vertical decision-making? When is it not preferable?
4. What are the three decisions a leader needs to make to determine whether or how to intervene to improve team functioning? Discuss the elements necessary to determining monitoring or taking action to help the team.
5. What are the three leadership actions described in Hill’s model for team leadership? Define/describe each of these actions. How do they affect a team’s success? Have you experienced any of these actions being taken in teams or work groups? Describe your experience.
6. What are the two critical functions of team effectiveness? Define and then describe the components (Hackman, 2012) and the characteristics (Larson & LaFasto, 1989) provided to support group effectiveness. Give personal examples of three to four of these components/characteristics in groups/teams you worked with.
7. Complete Cases 14.1 and 14.2. Answer all questions.
8. Complete the Interactive Leadership Assessment – Team Excellence and Collaborative Team Leader Questionnaire (S14). Indicate whether you feel each statement is true or not true of your team and report the results.
Chapter 15 and 16
1. Why is the scholarly question “Can women lead?” now moot? What are the current research questions being asked? Do you agree with these questions changes and why? Give a personal example that you observe that supports your argument.
2. Discuss the strengths of the three types of explanations for the gender gap in leadership (human capital, gender differences, and prejudice). What evidence have you observed for each of these explanations? Are there generational differences in how women and men perceive women’s underrepresentation in high-level leadership positions?
3. Reflect on recent research that men may be advantaged in leadership because “they place more importance on power-related goals, associate power with less negative outcomes, and are more likely to take advantage of opportunities for professional advancement.” What are some examples of power-related goals? How does having power mitigate negative outcomes?
4. Complete the Interactive Leadership Assessment – Gender-Leader Implicit Association Test (S15) twice using a stopwatch as required to identify how long it takes you to take the test. Score the test and report on your findings.
5. Explain the focus of culture and leadership. How has globalization influenced what leadership researchers have studied and learned? Describe and define Adler and Bartholomew’s five cross- cultural competencies for leaders. What competencies do you think leaders need? Give examples that demonstrate and support your views.
6. On the power distance dimension, how might a leader from a culture with high-power distance, use the six French and Raven power bases (from Chapter 1): legitimate, expert, reward, coercive, referent, and information?
7. Define/describe the six global leadership behaviors and the desired leadership behavior for each of the culture clusters.
8. Complete the Interactive Leadership Assessment – Dimensions of Culture Questionnaire
(S16) and report on your findings.


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