1. What do you think of when you think of a brand? In what ways can Camp Bow Wow be considered a brand? Clearly, Ganahl's primary focus as a manager is brand management-the application of marketing techniques to her product or brand. Why is her commitment to brand management so strong? In what ways does her approach to leadership reflect her commitment to brand management?
2. In what ways might the trait approach to leadership help explain Ganahl's approach to dealing with her most important concerns as a manager? [Hint: You'll probably want to refer to the section on "Personality and Organizations" in Chapter 3.] Assuming that Ganahl is an effective leader (Sue Ryan says that she is), how might each of the behavioral approaches to leadership discussed in the chapter-the Michigan and Ohio State studies and the leadership grid-help to explain her success?
3. How might the various situational leadership models discussed in the chapter-the LPC theory, the path-goal theory, and Vroom's decision tree-help to explain Ganahl's success as a leader? And since we're on the subject, how would you characterize Ganahl's own criteria for success in leading Camp Bow Wow?
4. Would you want to work for Ganahl at Camp Bow Wow's corporate headquarters? Why or why not? Would you feel comfortable working with Ganahl as one of her franchisees? Why or why not?