Chapter 3 - Answers to review questions in textbook, page 68
1. Define the concept of leadership.
Answer: (Sec 3.1)
There are numerous definitions of leadership but a number of central issues are
prevalent in these definitions. These include that leadership is a process not a
position. Secondly there is a relationship between a leader and followers in a
given situation. Thirdly people are influenced by the leader. It is important to
understand that leaders gain the commitment and enthusiasm of followers who
are willing to be influenced and these followers are influenced to think of the
interest of the organisation and not only their own interest. Followers are also
influenced to bring about change that will contribute to the desired future state of
the organisation. The three key aspects in this definition are: leaders, followers
and the situation.
2. Explain the difference between leadership and management.
Answer: (Figure 3.1 and Sec 3.1)
The two concepts complement each other.
Typical characteristics of leadership are:
• alertness to opportunities
• imagination and vision to capitalise on them
• creates a new paradigm
• works on the system
• is a natural unforced ability to inspire people
• requires respect and a genuine interest in people
• means attitude of serving
Typical characteristics of management are:
• creative problem solving
• works within the paradigm
• works within a system
• sets people and “things” in motion by means of methods and techniques
• uses people as means
• means an attitude of doing
Both these are vital for the success of an organisation. According to Hinterhuber
& Krauthammer, the sources of leadership are alertness to opportunity and the
imagination and vision to exploit or capitalise on it, thereby creating value for all
the stakeholders - people, society, customers and shareholders. On the other
hand, they see management as creative problem-solving that works within the
system and that is easier to learn than leadership. They also believe that, in a
time of uncertainty, leadership is more important than management.
1
, 3. Provide five examples of successful leadership and five examples of
unsuccessful leadership.
Answer: (Table 3.3)
Successful Leadership Unsuccessful Leadership
Theme: Balance concern for task efficiency, human relations, and adaptive change.
When making decisions, takes into Hires people with good technical skills but poor
account the needs of the organisation ability to work with others.
and needs of employees.
In implementing a change, does not take the time to
Gets things done without creating explain the rationale or listen to concerns.
adversarial relationships.
Is unable to deal firmly with loyal but incompetent
Coaches employees in how to meet employees.
expectations.
Theme: Develop intrapersonal and interpersonal competence.
When working with another group, gets Is not adaptable to many different types of people.
things done by finding common ground.
Is emotionally volatile and unpredictable.
Does an honest self-assessment.
Overestimates own abilities.
Quickly gains trust and respect from
customers
Theme: engage in transformational and charismatic behaviours.
Is a visionary able to excite other people Does not help individuals understand how their work
to work hard. fits into the goals of the organisation.
Rewards hard work and dedication to Orders people around rather then working to get
excellence. them on board.
Gains commitment of others before Fails to encourage and involve team members.
implementing changes.
Theme: Think and act in more complex ways.
Once the more glaring problems in an Is overwhelmed by complex tasks.
assignment are solved, can see the
underlying problems and patterns that Cannot make the transition from technical manager
were obscured before. to general manager.
Understands higher management values Prefers to work on day-to-day problems rather than
and how they see things. long-range strategies.
Recognizes that every decision has
conflicting interests and constituencies.
Theme: Overcome deficiencies that limit success.
Does not become hostile when things Does not use feedback to make necessary changes
are not going his or her way. in behaviour.
Does not blame others or situations for Selects people for a team who do not work well
own mistakes. together.
Does not become paralyzed or Is self-promoting without the results to support it.
overwhelmed when facing action.
Theme: Seek a wide variety of leadership experiences.
Is prepared to seize opportunities when Resists learning from bad decisions or mistakes.
2
1. Define the concept of leadership.
Answer: (Sec 3.1)
There are numerous definitions of leadership but a number of central issues are
prevalent in these definitions. These include that leadership is a process not a
position. Secondly there is a relationship between a leader and followers in a
given situation. Thirdly people are influenced by the leader. It is important to
understand that leaders gain the commitment and enthusiasm of followers who
are willing to be influenced and these followers are influenced to think of the
interest of the organisation and not only their own interest. Followers are also
influenced to bring about change that will contribute to the desired future state of
the organisation. The three key aspects in this definition are: leaders, followers
and the situation.
2. Explain the difference between leadership and management.
Answer: (Figure 3.1 and Sec 3.1)
The two concepts complement each other.
Typical characteristics of leadership are:
• alertness to opportunities
• imagination and vision to capitalise on them
• creates a new paradigm
• works on the system
• is a natural unforced ability to inspire people
• requires respect and a genuine interest in people
• means attitude of serving
Typical characteristics of management are:
• creative problem solving
• works within the paradigm
• works within a system
• sets people and “things” in motion by means of methods and techniques
• uses people as means
• means an attitude of doing
Both these are vital for the success of an organisation. According to Hinterhuber
& Krauthammer, the sources of leadership are alertness to opportunity and the
imagination and vision to exploit or capitalise on it, thereby creating value for all
the stakeholders - people, society, customers and shareholders. On the other
hand, they see management as creative problem-solving that works within the
system and that is easier to learn than leadership. They also believe that, in a
time of uncertainty, leadership is more important than management.
1
, 3. Provide five examples of successful leadership and five examples of
unsuccessful leadership.
Answer: (Table 3.3)
Successful Leadership Unsuccessful Leadership
Theme: Balance concern for task efficiency, human relations, and adaptive change.
When making decisions, takes into Hires people with good technical skills but poor
account the needs of the organisation ability to work with others.
and needs of employees.
In implementing a change, does not take the time to
Gets things done without creating explain the rationale or listen to concerns.
adversarial relationships.
Is unable to deal firmly with loyal but incompetent
Coaches employees in how to meet employees.
expectations.
Theme: Develop intrapersonal and interpersonal competence.
When working with another group, gets Is not adaptable to many different types of people.
things done by finding common ground.
Is emotionally volatile and unpredictable.
Does an honest self-assessment.
Overestimates own abilities.
Quickly gains trust and respect from
customers
Theme: engage in transformational and charismatic behaviours.
Is a visionary able to excite other people Does not help individuals understand how their work
to work hard. fits into the goals of the organisation.
Rewards hard work and dedication to Orders people around rather then working to get
excellence. them on board.
Gains commitment of others before Fails to encourage and involve team members.
implementing changes.
Theme: Think and act in more complex ways.
Once the more glaring problems in an Is overwhelmed by complex tasks.
assignment are solved, can see the
underlying problems and patterns that Cannot make the transition from technical manager
were obscured before. to general manager.
Understands higher management values Prefers to work on day-to-day problems rather than
and how they see things. long-range strategies.
Recognizes that every decision has
conflicting interests and constituencies.
Theme: Overcome deficiencies that limit success.
Does not become hostile when things Does not use feedback to make necessary changes
are not going his or her way. in behaviour.
Does not blame others or situations for Selects people for a team who do not work well
own mistakes. together.
Does not become paralyzed or Is self-promoting without the results to support it.
overwhelmed when facing action.
Theme: Seek a wide variety of leadership experiences.
Is prepared to seize opportunities when Resists learning from bad decisions or mistakes.
2
