Solution and Answer Guide: Richard L. Daft, The Leadership Experience, 9e, ©2027, 9798214053677; Chapter 1: What Does It Mean to Be a Leader?
Solution and Answer Guide
RICHARD L. DAFT, THE LEADERSHIP EXPERIENCE , 9E, ©2027, 9798214053677;
CHAPTER 1: WHAT DOES IT MEAN TO BE A LEADER?
TABLE OF CONTENTS
Leadership Development: Cases for Analysis..............................................................1
Engineering Services Division...................................................................................................................1
Synopsis................................................................................................................................................. 1
The Everest Plan........................................................................................................................................ 2
Synopsis................................................................................................................................................. 2
LEADERSHIP DEVELOPMENT: CASES FOR ANALYSIS
ENGINEERING SERVICES DIVISION
Synopsis
When JCT International, a manufacturer of refinery equipment, brought in John Nystrom to manage its
Software Coding division, company executives informed him of the urgent situation. Software Coding had
the highest-paid, best-educated, and least-productive division in the company. Nystrom’s task was to turn it
around. He showed concern for the personal welfare of the engineers and coders and envisioned a future in
which engineers were free to work with customers and join self-directed teams for product improvement.
He collected the engineers’ reports for a month and showed the stacks of reports, which no one ever used,
to the president. He explained that the lack of productivity was a result of excessive paperwork and
reporting.
Questions
1. Does John Nystrom’s leadership style fit the definition of leadership in Exhibit 1.1? Is it part of a leader’s
job to manage upward? Explain.
Yes, John Nystrom’s leadership style fits the definition of leadership in Exhibit 1.1. Nystrom is trying to
influence top managers by showing them that the reports are a waste of time. By allying himself with the
engineers and bringing about a change in reporting procedures, he is building a better relationship with
them and establishing trust. Together, he and the engineers can focus on the shared purpose of increasing
the productivity of the Software Coding division. Nystrom is using empowerment to turn the division
around. Yes, a leader must be able to manage their boss efficiently. Employees and their boss are mutually
dependent on one another. Knowing how to consciously work with the boss is a valuable skill that helps in
obtaining the best possible results for the employee, the boss, and the organization.
2. With respect to Exhibit 1.4, in what leadership era is Nystrom? In what era is headquarters? Explain.
Nystrom is in Era 3 of leadership because he wishes to empower the employees to improve performance
and get more motivation and commitment from employees. He is open to change because he listens to the
engineers and respects their desire to work with customers. Headquarters is in Era 2 of leadership because
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly 1
accessible website, in whole or in part.
,Solution and Answer Guide: Richard L. Daft, The Leadership Experience, 9e, ©2027, 9798214053677; Chapter 1: What Does It Mean to Be a Leader?
the triplicate reports for top management represent a control mechanism to assure stability and uniformity.
This era sees the rise of the “rational manager” who directs and controls others using an impersonal
approach.
3. What approach would you have taken in this situation? What do you think the response of the senior
executives will be to Nystrom’s action?
Students’ answers will vary. Some of them may say that a less confrontational approach with the president
would have been more appropriate and helped Nystrom build a good relationship with both the engineers
and top management. Human skills are increasingly important for leaders in today’s economy. In Era 3 of
leadership, leaders put people first and build relationships with all members of the organization. Due to
Nystrom’s act, the senior executives of the company will be able to better understand the real issue
regarding the poor production of the Software Coding division and might take corrective steps
immediately. They might support Nystrom’s suggestions of making a brief monthly technical report to
improve the production of the division.
THE EVEREST PLAN
Synopsis
Kelly York, who works for a large chair manufacturing corporation, has unique insight and design skills
that enable her to design the best chairs on the market. However, her coworkers do not enjoy working with
her. In fact, they will often leave the company to avoid her. Now, two top designers have demanded that
management do something about York or they will resign.
Questions
1. If you were a top leader, how would you respond to the ultimatum? Be specific. Explain why.
Students’ answers will vary. Some may say that as a part of the top management, they would sit the team
together with York and openly discuss the issues that led to the ultimatum. Today’s best leaders, rather than
being laid low, develop effective crisis management skills that help their organizations weather the storm
and move toward something better.
2. What is York missing with respect to her leadership abilities? How do you explain her poor leadership
behavior?
Students’ answers will vary. Some may say that York lacks the ability to build relationships with her team
members. Good leadership springs from a genuine caring for the work and a genuine concern for other
people, which York lacks. The process of management generally encourages emotional distance, but
leadership means being emotionally connected to others.
3. If you were York’s manager, how might you increase her awareness of the negative impact she is having on
her team? How would you guide her toward better team leadership, sharing her knowledge with others,
and mentoring her team members? Be specific.
Students’ answers will vary. Some may say that they might decide to have a one-on-one discussion with
York about the negative impact she is having on her team. They might also decide to talk to York about the
new paradigm of leadership that is required in this changing world. The new reality involves the shift from
stability to change, from control to empowerment, from competition to collaboration, from uniformity to
diversity, and from a self-centered focus to a higher purpose. In addition, the concept of a leader as a hero
is giving way to that of the humble leader who develops others and shares credit for accomplishments.
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly 2
accessible website, in whole or in part.
,Solution and Answer Guide: Richard L. Daft, The Leadership Experience, 9e, ©2027, 9798214053677; Chapter 2: Traits, Behaviors, and Relationships
Solution and Answer Guide
RICHARD L. DAFT, THE LEADERSHIP EXPERIENCE , 9E, ©2027, 9798214053677;
CHAPTER 2: TRAITS, BEHAVIORS, AND RELATIONSHIPS
TABLE OF CONTENTS
Leadership Development: Cases for Analysis..............................................................1
Premier Products........................................................................................................................................1
Synopsis................................................................................................................................................. 1
Transition to Leadership............................................................................................................................ 2
Synopsis................................................................................................................................................. 2
LEADERSHIP DEVELOPMENT: CASES FOR ANALYSIS
PREMIER PRODUCTS
Synopsis
Amalgamated Products is a medium-sized manufacturer of consumer products with nonunionized
production workers. Ben Jaeger was a plant manager for Amalgamated Products for 10 years, and he was
very well liked by employees there. They were grateful for the fitness center he built for employees, and
they enjoyed the social activities sponsored by the plant several times a year, including company picnics
and holiday parties. Ben believed it was important to treat employees properly so they would have a sense
of loyalty. Under Ben, the plant had the lowest turnover among the company’s five plants but the second-
worst record for costs and production levels. When the company was acquired by another firm, Ben was
asked to take early retirement and Phil Jessup was brought in to replace him. Phil had a growing reputation
as a manager who could get things done, and he quickly began making changes. He trimmed costs by
eliminating company picnics and parties, the plant’s fitness center, and human relations training programs
for supervisors. Phil believed that human relations training was a waste of time; if employees don’t want to
do the work, get rid of them and find somebody else who does.
Questions
1. Compare the leadership traits and behaviors of Ben Jaeger and Phil Jessup.
Ben Jaegar is an employee-centered or people-oriented boss. Ben shows more interest in people.
Employee-centered leaders display a focus on the human needs of their subordinates, as expressed through
the dimensions of leader support and facilitating positive interaction among followers.
Phil Jessup is a job- or task-oriented boss who shows more interest in productivity. Job-centered leaders
direct activities toward efficiency, cost cutting, and scheduling, as expressed through the dimensions of
goal emphasis and work facilitation.
2. Which leader do you think is more effective? Why? Which leader would you prefer to work for?
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly 1
accessible website, in whole or in part.
, Solution and Answer Guide: Richard L. Daft, The Leadership Experience, 9e, ©2027, 9798214053677; Chapter 2: Traits, Behaviors, and Relationships
Students’ answers will vary. Some may say that Ben’s leadership style would be more effective in the long
run and they would prefer working with a leader like Ben. Ben is more democratic; Phil is more autocratic.
An autocratic leader achieves high productivity but the workers feel hostile, and when the boss is absent,
they produce less. A work environment that leads to job satisfaction is more democratic than Phil’s. In the
short run, Phil is more effective in terms of reducing costs and increasing productivity, but in the long term,
the high employee turnover will increase company costs.
3. If you were Phil Jessup’s boss, what would you do now?
Students’ answers will vary. Some may say that Phil’s boss should encourage him to change his leadership
behavior and become a “high-high” leader. A 9,9-team management style shows the same level of concern
for people but takes on completely different characteristics as it joins with a high level of concern for
results. There is a general belief that “high-high” leadership is a desirable quality because the leader meets
both needs simultaneously.
TRANSITION TO LEADERSHIP
Synopsis
Michael Ramos, who became Southwest Regional Manager of Bohen Auto Parts, a major parts sales and
service company, saw the transition period before and immediately following his appointment as an
exciting new opportunity. During the initial stages of the transition, he met with the outgoing regional
manager, receiving his input about ongoing business issues, how current services tallied with the
corporation’s short-and long-term goals, and what he saw as the strengths and weaknesses of the various
stores and personnel within the region. While some meetings took place at the office, most were off-site to
provide more opportunities for frank discussion covering procedures, products and services, and individual
stakeholders from employees and board members to suppliers and customers.
As a first step of his transition, Ramos sent a lengthy email to all key players on his new leadership team,
both as an introduction and a prelude to establishing his vision and transition program. He traveled around
the region, meeting with the store managers on his regional team, and held informal meetings with front-
line employees. His questions to front-line workers, in particular, had both positive and negative aspects.
He discovered that, for most of them, this was more than just a job. Many had worked for the company for
a number of years and had a great deal of pride in the company, as well as a deep sense of responsibility
toward their customers.
He also found himself hostage to those who wanted to rant on and on about workplace issues, their training,
their bosses, even their customers. Michael also spent time with the marketing staff exploring customer
satisfaction levels.
Michael is an idea guy, a hands-on manager whose ideal is the Renaissance man capable of doing many
things very well, and he likes to surround himself with similar kinds of people. He generates ideas and
expects follow-up and accountability. The leadership model he embraces sets the bar high for him and for
everyone who works for him. He looks forward to injecting a new vision and new standards of service
throughout the region.
Questions
1. What do you see as Michael Ramos’s leadership traits? Which of these traits do you consider a strength? A
weakness? Explain.
Students’ answers will vary. Some may say that Michael Ramos has self-confidence, the degree to which
one is self-assured in judgments, decision making, ideas, and capabilities. Self-confidence doesn’t mean
being arrogant and prideful but rather knowing and trusting in oneself. Because Michael is initiating a
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly 2
accessible website, in whole or in part.
Solution and Answer Guide
RICHARD L. DAFT, THE LEADERSHIP EXPERIENCE , 9E, ©2027, 9798214053677;
CHAPTER 1: WHAT DOES IT MEAN TO BE A LEADER?
TABLE OF CONTENTS
Leadership Development: Cases for Analysis..............................................................1
Engineering Services Division...................................................................................................................1
Synopsis................................................................................................................................................. 1
The Everest Plan........................................................................................................................................ 2
Synopsis................................................................................................................................................. 2
LEADERSHIP DEVELOPMENT: CASES FOR ANALYSIS
ENGINEERING SERVICES DIVISION
Synopsis
When JCT International, a manufacturer of refinery equipment, brought in John Nystrom to manage its
Software Coding division, company executives informed him of the urgent situation. Software Coding had
the highest-paid, best-educated, and least-productive division in the company. Nystrom’s task was to turn it
around. He showed concern for the personal welfare of the engineers and coders and envisioned a future in
which engineers were free to work with customers and join self-directed teams for product improvement.
He collected the engineers’ reports for a month and showed the stacks of reports, which no one ever used,
to the president. He explained that the lack of productivity was a result of excessive paperwork and
reporting.
Questions
1. Does John Nystrom’s leadership style fit the definition of leadership in Exhibit 1.1? Is it part of a leader’s
job to manage upward? Explain.
Yes, John Nystrom’s leadership style fits the definition of leadership in Exhibit 1.1. Nystrom is trying to
influence top managers by showing them that the reports are a waste of time. By allying himself with the
engineers and bringing about a change in reporting procedures, he is building a better relationship with
them and establishing trust. Together, he and the engineers can focus on the shared purpose of increasing
the productivity of the Software Coding division. Nystrom is using empowerment to turn the division
around. Yes, a leader must be able to manage their boss efficiently. Employees and their boss are mutually
dependent on one another. Knowing how to consciously work with the boss is a valuable skill that helps in
obtaining the best possible results for the employee, the boss, and the organization.
2. With respect to Exhibit 1.4, in what leadership era is Nystrom? In what era is headquarters? Explain.
Nystrom is in Era 3 of leadership because he wishes to empower the employees to improve performance
and get more motivation and commitment from employees. He is open to change because he listens to the
engineers and respects their desire to work with customers. Headquarters is in Era 2 of leadership because
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly 1
accessible website, in whole or in part.
,Solution and Answer Guide: Richard L. Daft, The Leadership Experience, 9e, ©2027, 9798214053677; Chapter 1: What Does It Mean to Be a Leader?
the triplicate reports for top management represent a control mechanism to assure stability and uniformity.
This era sees the rise of the “rational manager” who directs and controls others using an impersonal
approach.
3. What approach would you have taken in this situation? What do you think the response of the senior
executives will be to Nystrom’s action?
Students’ answers will vary. Some of them may say that a less confrontational approach with the president
would have been more appropriate and helped Nystrom build a good relationship with both the engineers
and top management. Human skills are increasingly important for leaders in today’s economy. In Era 3 of
leadership, leaders put people first and build relationships with all members of the organization. Due to
Nystrom’s act, the senior executives of the company will be able to better understand the real issue
regarding the poor production of the Software Coding division and might take corrective steps
immediately. They might support Nystrom’s suggestions of making a brief monthly technical report to
improve the production of the division.
THE EVEREST PLAN
Synopsis
Kelly York, who works for a large chair manufacturing corporation, has unique insight and design skills
that enable her to design the best chairs on the market. However, her coworkers do not enjoy working with
her. In fact, they will often leave the company to avoid her. Now, two top designers have demanded that
management do something about York or they will resign.
Questions
1. If you were a top leader, how would you respond to the ultimatum? Be specific. Explain why.
Students’ answers will vary. Some may say that as a part of the top management, they would sit the team
together with York and openly discuss the issues that led to the ultimatum. Today’s best leaders, rather than
being laid low, develop effective crisis management skills that help their organizations weather the storm
and move toward something better.
2. What is York missing with respect to her leadership abilities? How do you explain her poor leadership
behavior?
Students’ answers will vary. Some may say that York lacks the ability to build relationships with her team
members. Good leadership springs from a genuine caring for the work and a genuine concern for other
people, which York lacks. The process of management generally encourages emotional distance, but
leadership means being emotionally connected to others.
3. If you were York’s manager, how might you increase her awareness of the negative impact she is having on
her team? How would you guide her toward better team leadership, sharing her knowledge with others,
and mentoring her team members? Be specific.
Students’ answers will vary. Some may say that they might decide to have a one-on-one discussion with
York about the negative impact she is having on her team. They might also decide to talk to York about the
new paradigm of leadership that is required in this changing world. The new reality involves the shift from
stability to change, from control to empowerment, from competition to collaboration, from uniformity to
diversity, and from a self-centered focus to a higher purpose. In addition, the concept of a leader as a hero
is giving way to that of the humble leader who develops others and shares credit for accomplishments.
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly 2
accessible website, in whole or in part.
,Solution and Answer Guide: Richard L. Daft, The Leadership Experience, 9e, ©2027, 9798214053677; Chapter 2: Traits, Behaviors, and Relationships
Solution and Answer Guide
RICHARD L. DAFT, THE LEADERSHIP EXPERIENCE , 9E, ©2027, 9798214053677;
CHAPTER 2: TRAITS, BEHAVIORS, AND RELATIONSHIPS
TABLE OF CONTENTS
Leadership Development: Cases for Analysis..............................................................1
Premier Products........................................................................................................................................1
Synopsis................................................................................................................................................. 1
Transition to Leadership............................................................................................................................ 2
Synopsis................................................................................................................................................. 2
LEADERSHIP DEVELOPMENT: CASES FOR ANALYSIS
PREMIER PRODUCTS
Synopsis
Amalgamated Products is a medium-sized manufacturer of consumer products with nonunionized
production workers. Ben Jaeger was a plant manager for Amalgamated Products for 10 years, and he was
very well liked by employees there. They were grateful for the fitness center he built for employees, and
they enjoyed the social activities sponsored by the plant several times a year, including company picnics
and holiday parties. Ben believed it was important to treat employees properly so they would have a sense
of loyalty. Under Ben, the plant had the lowest turnover among the company’s five plants but the second-
worst record for costs and production levels. When the company was acquired by another firm, Ben was
asked to take early retirement and Phil Jessup was brought in to replace him. Phil had a growing reputation
as a manager who could get things done, and he quickly began making changes. He trimmed costs by
eliminating company picnics and parties, the plant’s fitness center, and human relations training programs
for supervisors. Phil believed that human relations training was a waste of time; if employees don’t want to
do the work, get rid of them and find somebody else who does.
Questions
1. Compare the leadership traits and behaviors of Ben Jaeger and Phil Jessup.
Ben Jaegar is an employee-centered or people-oriented boss. Ben shows more interest in people.
Employee-centered leaders display a focus on the human needs of their subordinates, as expressed through
the dimensions of leader support and facilitating positive interaction among followers.
Phil Jessup is a job- or task-oriented boss who shows more interest in productivity. Job-centered leaders
direct activities toward efficiency, cost cutting, and scheduling, as expressed through the dimensions of
goal emphasis and work facilitation.
2. Which leader do you think is more effective? Why? Which leader would you prefer to work for?
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly 1
accessible website, in whole or in part.
, Solution and Answer Guide: Richard L. Daft, The Leadership Experience, 9e, ©2027, 9798214053677; Chapter 2: Traits, Behaviors, and Relationships
Students’ answers will vary. Some may say that Ben’s leadership style would be more effective in the long
run and they would prefer working with a leader like Ben. Ben is more democratic; Phil is more autocratic.
An autocratic leader achieves high productivity but the workers feel hostile, and when the boss is absent,
they produce less. A work environment that leads to job satisfaction is more democratic than Phil’s. In the
short run, Phil is more effective in terms of reducing costs and increasing productivity, but in the long term,
the high employee turnover will increase company costs.
3. If you were Phil Jessup’s boss, what would you do now?
Students’ answers will vary. Some may say that Phil’s boss should encourage him to change his leadership
behavior and become a “high-high” leader. A 9,9-team management style shows the same level of concern
for people but takes on completely different characteristics as it joins with a high level of concern for
results. There is a general belief that “high-high” leadership is a desirable quality because the leader meets
both needs simultaneously.
TRANSITION TO LEADERSHIP
Synopsis
Michael Ramos, who became Southwest Regional Manager of Bohen Auto Parts, a major parts sales and
service company, saw the transition period before and immediately following his appointment as an
exciting new opportunity. During the initial stages of the transition, he met with the outgoing regional
manager, receiving his input about ongoing business issues, how current services tallied with the
corporation’s short-and long-term goals, and what he saw as the strengths and weaknesses of the various
stores and personnel within the region. While some meetings took place at the office, most were off-site to
provide more opportunities for frank discussion covering procedures, products and services, and individual
stakeholders from employees and board members to suppliers and customers.
As a first step of his transition, Ramos sent a lengthy email to all key players on his new leadership team,
both as an introduction and a prelude to establishing his vision and transition program. He traveled around
the region, meeting with the store managers on his regional team, and held informal meetings with front-
line employees. His questions to front-line workers, in particular, had both positive and negative aspects.
He discovered that, for most of them, this was more than just a job. Many had worked for the company for
a number of years and had a great deal of pride in the company, as well as a deep sense of responsibility
toward their customers.
He also found himself hostage to those who wanted to rant on and on about workplace issues, their training,
their bosses, even their customers. Michael also spent time with the marketing staff exploring customer
satisfaction levels.
Michael is an idea guy, a hands-on manager whose ideal is the Renaissance man capable of doing many
things very well, and he likes to surround himself with similar kinds of people. He generates ideas and
expects follow-up and accountability. The leadership model he embraces sets the bar high for him and for
everyone who works for him. He looks forward to injecting a new vision and new standards of service
throughout the region.
Questions
1. What do you see as Michael Ramos’s leadership traits? Which of these traits do you consider a strength? A
weakness? Explain.
Students’ answers will vary. Some may say that Michael Ramos has self-confidence, the degree to which
one is self-assured in judgments, decision making, ideas, and capabilities. Self-confidence doesn’t mean
being arrogant and prideful but rather knowing and trusting in oneself. Because Michael is initiating a
© 2027 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly 2
accessible website, in whole or in part.
