Solution Manual for Leadership Enhancing the.pdf

Solution Manual for Leadership Enhancing Chapter 1: What Do We Mean by Leadership? Leadership Followers Leader Situation 1-3 LO 01-01: Characterize the meaning of leadership. LO 01-02: Identify common leadership myths. LO 01-03: Generalize the interactional framework for analyzing leadership. LO 01-04: Illustrate the interactional framework by examining women’s roles in leadership. LO 01-05: Conclude that there is no simple recipe for effective leadership. Chapter 1 Outline What Do We Mean by Leadership? Introduction What is Leadership? Leadership is both a science and an art Leadership is both rational and emotional Leadership and management Leadership Myths Myth: Good leadership is all common sense Myth: Leaders are born, not made Myth: The only school you learn leadership from is the school of hard knocks The Interactional Framework for Analyzing Leadership The Leader The Followers The Situation Illustrating the Interactional Framework: Women in Leadership Roles There Is No Simple Recipe for Effective Leadership Summary 1-4 Key Learning Points Introduction The text opens with a story of leadership issues faced by a Uruguayan rugby team that was involved in a plane crash in the Andes Mountains en route to a game in Chile. It is a tale of survival and heroics to be sure, but it is also a story about leadership in a dynamic and critical situation. Although this may seem like an extreme and remote example that is not useful for everyday leadership, it is clear that the issues of dealing with people (all of whom have different personalities, values, and motives) in an effort to accomplish a goal in the face of adversity is not that uncommon. Skills exhibited in such an environment are important across situations. What is Leadership? Leadership is a complex phenomenon involving the leader, the followers, and the situation. Some leadership researchers have focused on the personality, physical traits, or behaviors of the leader; others have studied the relationships between leaders and followers; still others have studied how aspects of the situation affect how leaders act. Some have extended the latter viewpoint so far as to suggest there is no such thing as leadership; they argue that organizational successes and failures often get falsely attributed to the leader, but the situation may have a much greater impact on how the organization functions than does any individual, including the leader. Definitions of leadership differ in many ways, and these differences have resulted in various researchers exploring disparate aspects of leadership. All considered; the definition “the process of influencing an organized group toward accomplishing its goals” is fairly comprehensive and helpful. Successful managers (those promoted quickly through the ranks) spend relatively more time than others in organizational socializing and politicking; and they spend relatively less time than the latter on traditional management responsibilities like planning and decision making. Truly effective managers, however, make real contributions to their organization’s performance. This is a critical distinction. Leadership Is Both a Science and an Art Knowing something about leadership research is relevant to leadership effectiveness. Because skills in analyzing and responding to situations vary greatly across leaders, leadership will always remain partly an art as well as a science. Leadership Is Both Rational and Emotional Leadership involves both the rational and emotional sides of human experience. Some scholars suggest the very idea of leadership may be rooted in our emotional needs. Belief in the potency of leadership (the romance of leadership) may be a cultural myth that has utility primarily insofar as it affects how people create meaning about causal events in complex social systems. Leadership and Management Leadership is distinct from management. The authors think of leadership and management as closely related but distinguishable functions. Although some functions performed by leaders and managers may be unique, there is also an area of overlap. 1-5 Leadership Myths In general, these myths can be classified into three broad categories of beliefs that hinder the development of leadership: 1) “good leadership is all common sense;” 2) “leaders are born, not made;” and 3) “the only school you can learn leadership from is the school of hard knocks.” Myth: Good Leadership Is All Common Sense This myth implies a common body of practical knowledge that any reasonable person with moderate experience has acquired. However, studies indicate that common sense is less common than most people believe. If leadership were nothing more than common sense, there should be few, if any, problems in the workplace. Effective leadership must be something more than just common sense. Myth: Leaders Are Born, Not Made The born versus made distinction for leadership focuses on the larger question of whether nature (genetics) or nurture (environment) is most responsible for human development—indeed, the more reasoned position is that both of these are important and play a role. Myth: The Only School You Learn Leadership from Is the School of Hard Knocks Actual experience is important to leadership development, but it is not entirely distinct from the formal study of leadership. In fact, the formal study of leadership can equip individuals with the tools necessary to better assess, evaluate, and reflect on their experiences that, in the end, will make them even better leaders.