Questions and Answers of Experience Leadership

3. In other words is your organization in the foothills or on the road to the peak of Mission Mastery?
2. Would you say your organization is close to the British Civil Service?
1. Having assessed the performance of your organization against the five Pillars in Chap. 1, is your assessment a “pass” or a “fail”?
4. If your organization has a set of values, are they clearly lived out at all Levels? If not, why not?
3. If culture is an output what are the healthy driving factors in your organization?
2. What behaviours would you see if you had a winning culture?
1. How would an outsider describe the culture of your organization?
4. When people return from training courses, or learning programmes, what can you do to follow up and strengthen their learning through further orchestrated experience(s)?
3. If you have a ‘leadership competencies’ model on what basis is a ‘promotion’ calibrated: evidenced potential or is it simply based on good performance?
2. Are key boundary moves identified and proactively managed to produce vital learning experiences for the best leaders?
1. Is experiential learning orchestrated in your organization or is it haphazard? What is the basis of a promotion?
5. How does your organization benchmark against the 10 leadership development practices of the best companies?
4. Who is ultimately accountable for leadership development in your organization and what targets (e.g. cover by level) are set and measured to identify progress?
3. Which is the critical layer of leadership development in the organization—why?
2. How are potential leaders identified: is the process reliable, consistent, robust, open and based on merit?
1. Leadership development requires: • An role with unambiguous accountability • A competent incumbent • A lean structure aligned to Levels of accountability• A valid potential assessment
4. If good people have underperformed in a new job how much was due to the person, the accountability of the job and/or the structure?
3. Are the number of layers and average spans in balance: if not, where is the problem and how can it be solved?
2. Does it therefore have too few or too many layers: where are the pinch- points?
1. How many levels of accountability exist in your organization?
4. Do your leaders spend more time on controlling and generating friction in the organization rather than giving space to lead: if so what action is needed by you?
3. Do you recognise any of Moltke’s three traps in your organization: if so what needs to be done to overcome them?
2. How confident are you that the two layers below you understand your objectives?
1. Is your organization’s mission clear and if so how well do those whom you lead understand the what and why of the strategy and are they well trained to perform as a consequence?
4. What practices and beliefs is your organization holding on to, which are holding you back?
3. Is your organization better at adapting to changing circumstances and learning from them than your competition?
2. What are your organization’s strengths and weaknesses in these five areas?
1. How does your organization measure up against the five Pillars of Mission Mastery: Mission, Organization Design, Leadership Development, Experiential Learning and Culture?
3. What are the advantages/risks of embarking on this journey?
2. Where do you see it will have the most benefit?
1. How is the Mission Mastery journey relevant to your organization?
Why do you think it is hard for people to use candor when giving feedback to a colleague or direct report? Explain.
The company CoStar is offering employees a chance to win various generous rewards, such as a Barbados trip, for getting vaccinated for COVID-19 and returning to work at the office. What motivation
How might empowerment help meet the needs in Maslow’s hierarchy of needs theory as described in the chapter? Consider both psychological factors and the job characteristics model in your answer.
During bad economic times, some companies may freeze pay raises or even cut pay for some employees so they can offer substantial raises to people considered star performers. As a motivational
Describe the kinds of needs that people bring to an organization. How might someone’s personality characteristics—such as introversion/extroversion or openness to experience, as described in
How might Doris Radcliff deal with employee morale in light of the extremely high pay demanded by a star salesperson?
What options can you think of for handling Claire’s demand for even higher commissions? Which option would you choose? Why?
What theories of motivation help explain Claire’s demands and the reactions of other employees to those demands?
Do you consider it motivational and equitable when a substantial part of an employee’s pay is a bonus based on company results in a highly uncertain environment? Why?
What specific steps would you take if you were a senior executive in this situation?Explain why for each step.
What options can you think of for Dazz and Mark to mitigate the damage from unfulfilled expectations for the annual bonus?
Many visions are written and hung on a wall, perhaps with the help of a consultant.Do you think this type of vision has value? What would be required toimprint the vision within each person?
You’ve probably heard the saying that the journey is more important than the destination. If an organization’s mission is the journey, and the vision is the destination, is the mission more
With what type of organization or business might the individual purpose of Achievement in Exhibit 7.5 be most compatible? The individual purpose of Caring? Explain.
A vision can apply to an individual, a family, a college course, a career, or decorating an apartment. Think of something you care about for which you want the future to be different from the present
A management consultant said strategic leaders are concerned with vision and mission, while strategic managers are concerned with strategy. Do you agree?Discuss.
What actions would you take to implement the mission you decide to adopt?
How would you try to resolve the underlying conflicts among key stakeholders about the Arts Center’s purpose and direction?
What mission for the new City Arts Center do you personally prefer? As director, would you try to implement your preferred mission? Explain.
A consultant recently argued that the emphases on scrupulously honest corporate governance and more social responsibility have distracted leaders from key business issues such as serving customers
Self-driving cars may be taking over the road in a few years. The cars’ computers may have to be programmed to make ethical decisions, such as whether to prioritize passengers versus pedestrians in
Look at the list in Exhibit 6.2. Which item would be easiest for you to perform?Which would be hardest? Explain why.
If it is immoral to prevent those around you from growing to their fullest potential, are you being moral? Explain.
The Wells Fargo Bank false accounts situation described in the chapter went on for years before being exposed. What is your explanation for why this unethical situation was not exposed earlier?
When ethics and profits collide, what is the right course of action to take? Is a statement of values to be treated as real or is it more for show?
When you have a “star” performer, is it reasonable for a leader to bend the rules of acceptable behavior? What if not bending the rules means losing William and possibly going out of business?
How should a leader approach a salesperson about a possible ethical infraction?
At which stage of Kohlberg’s moral development scale would you place Youssef Said, Russell Hart, and Bill Andrews? Why?
What amount or kind of courage will be required for Hart to disclose everything honestly? How would you advise Hart to acquire that courage?
What do you think Russell Hart should include in his report about Youssef Said? Why? What would you do in his position?
Evaluate each character’s level of courage. Discuss.
Rate the characters on their level of moral development. Explain.
List in order the characters in this story that you like, from most to least. What values governed your choices?
Think about the class for which you are reading this text as a system. How might the instructor making changes without using systems thinking cause a problem for students?
Have you ever experienced love and/or fear from leaders at work? Give an example. How did you respond?
Consider fear and love as potential motivators. Which is the best source of motivation for you? For salespeople? For top executives at a media conglomerate?Why?
Do you think mindfulness is a frivolous new age concept or something that leaders should seriously consider adopting? Explain.
Discuss the similarities and differences between mindfulness and openmindedness.
Why is it so hard for people to change their assumptions? What are some specific reasons why leaders need to be aware of their mindset?
What does it mean to be a whole leader as described in the chapter? Can you give an example of a whole leader or nearly whole leader from your experience?Explain.
Do you think it is possible for Labo to shift to a new mental model? If you were Sam Cahill, what would you do?
What are some of the assumptions that shape the mindset of Sam Cahill? Of Tom Labo?
Describe the two different mindsets and mental models represented in this story.
Discuss Commander Alfonso’s level of emotional intelligence in terms of the four components listed in the chapter. How might he have benefited from Charm School? What advice would you give him?
Which do you think a leader should be more concerned about aboard a nuclear submarine—high certification grades or high-quality interpersonal relationships?Do you agree with Admiral Sullivan’s
Analyze Alfonso’s impact on the crew in terms of love versus fear. What might account for the fact that he behaved so strongly as captain of the USS Florida?
How realistic is it that Kagan (or anyone) can change his own leadership skills? What kind of help might he need?
Identify the behaviors described in this case that were damaging to Barry Kagan’s work relationships. Why would a manager behave this way? What negative consequences did these behaviors have on his
“At the senior management level, you get hired for competence. You get fired for personality.” In your opinion, is this statement true or false? How does it relate to Barry Kagan and his current
If Harry is passed over for promotion, what feedback and advice would you give him about how to improve his leadership skills for possible future promotion?
Is nice related to any concepts in the chapter, such as one of the Big Five personality dimensions, Myers–Briggs components, or left-right brain dominance?Discuss.
What does nice mean to you? Do you think nice is a good trait for leaders or the kiss of death?
How well do you expect them to work together? Why?
Did Song guide the conversation to a mutual understanding of their personality and style differences, and how to accommodate them? Explain.
Did Song clarify her expectations for Ortiz? Explain.
From Leadership Practice: Know Yourself 4.3, identify four or five values (instrumental or end values) that could be a source of conflict between leaders and followers. Explain.
The chapter suggests that one way to work effectively with different personalities is to treat everyone with respect. How might a leader deal with an employee who is perpetually rude, insensitive,
Consider the situational characteristics of group cohesiveness and physical separation. How might each of these substitute for or neutralize task-oriented or people-oriented leadership? Explain.
Think back to the instructors you have had that had the most people-oriented style and the most task-oriented style. What contingencies were present that might explain those differences? Which style
If you were a first-level supervisor of a team of telemarketers, how would you go about assessing the readiness level of your direct reports? Do you think most leaders can easily shift their
Compare Fiedler’s contingency model with the Hersey–Blanchard model.Where do they disagree? Which do you prefer?
Consider the leadership position of the department head of orthopedic surgeons.What task, follower, and organizational factors might serve as substitutes for leadership in this situation?
Pick three traits from the list in Exhibit 2.1 that you think would be most valuable for a leader in an elementary school. Pick three that you think would be most valuable for a leader in a
Which leader trait or behavior do you think is most important for handling a crisis such as a pandemic? Explain.
Would you feel more comfortable using a “consideration” or an “initiatingstructure”leadership style? Discuss the reasons for your answer.
Why is it important for leaders to know their strengths? Do you think leaders should spend equal time learning about their weak points? Why?
Why is practice considered important for learning leadership?
What personal competencies should a person develop to be a good leader versus those developed to be a good manager?
Describe the best leader you have known. How did this leader acquire competence?

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