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project team leadership

Questions and Answers of Project Team Leadership

4. What score do you think he would get on Blake and Mouton’s grid?Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at
3. In general, do you think he is more task oriented or more relationship oriented?Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before
2. How did his behavior change over time?Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming on board at the hospital, he had worked
1. From the behavioral perspective, how would you describe Mark’s leadership?Mark Young is the head of the painting department in a large hospital; 20 union employees report to him. Before coming
3. How would you describe Andy’s competencies? Does Andy’s leadership suggest that one does not need all three skills in order to be effective?Andy Garafallo owns an Italian restaurant that sits
2. From a skills perspective, how would you describe the three managers, Kelly, Danielle, and Patrick? What does each of them need to do to improve his or her skills?Andy Garafallo owns an Italian
1. What accounts for Andy’s success in the restaurant business?Andy Garafallo owns an Italian restaurant that sits in the middle of a cornfield near a large Midwestern city. On the restaurant’s
3. If you were to coach Adams on how he could improve his leadership, what would you tell him?Lt. Col. John Adams was an aeronautical engineer in the Air Force who was recognized as an accomplished
2. How would you assess his ability to meet the additional tasks he faced regarding the conversion of the base?Lt. Col. John Adams was an aeronautical engineer in the Air Force who was recognized as
1. Based on the skills model, how would you assess Lt. Col. John Adams’s ability to meet the challenges of the base administration position?Lt. Col. John Adams was an aeronautical engineer in the
3. The skills model describes three important competencies for leaders: problem-solving skills, social judgment skills, and knowledge. If you were to coach Dr. Wood using this model, what
2. Does Dr. Wood have the skills necessary to be an effective leader of this research team?Dr. Adam Wood is the principal investigator on a three-year, $1 million federally funded research grant to
1. Based on the skills approach, how would you assess Dr. Wood’s leadership and his relationship to the members of the Elder Care Project team? Will the project be successful?Dr. Adam Wood is the
3. If you were Pat, would you change your approach to recruiting?Pat Nelson is the assistant director of human resources in charge of recruitment for Central Bank, a large, fullservice banking
2. Could it be that the retention problem raised by upper management is unrelated to Pat’s recruitment criteria?Pat Nelson is the assistant director of human resources in charge of recruitment for
1. Based on ideas described in the trait approach, do you think Pat is looking for the right characteristics in the people he hires?Pat Nelson is the assistant director of human resources in charge
3. Would Carol be a leader in other business contexts?Carol Baines was married for 20 years to the owner of the Baines Company until he died in a car accident. After his death, Carol decided not to
2. How big a part did Carol’s traits play in the expansion of the company?Carol Baines was married for 20 years to the owner of the Baines Company until he died in a car accident. After his death,
1. How would you describe Carol’s leadership traits?Carol Baines was married for 20 years to the owner of the Baines Company until he died in a car accident. After his death, Carol decided not to
3. In what ways are the weaknesses of the trait approach highlighted in this case?Sandra Coke is vice president for research and development at Great Lakes Foods (GLF), a large snack food company
2. In what ways is the trait approach helpful in this type of selection?Sandra Coke is vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has
1. Based on the information provided about the trait approach in Tables 2.1 and 2.2, if you were Sandra, whom would you select?Sandra Coke is vice president for research and development at Great
6. A coworker comes back from visiting a new primary care clinic that was recently built. You ask her how it went, and she replies, “I really liked it. That is really a high-quality new primary
5. Select two of the following articles or those provided by your instructor. Categorize each construct and variable studied and/or discussed in that article. Next, reorganize the constructs and
4. Break down, diagram, and label your modified goal-setting model. Write a paragraph explaining how your model differs from the original theory proposed by Locke and Latham.
3. Using the health industry as a context, modify goal-setting theory by incorporating an additional construct with at least two variables, operationally define the variables, and show how you would
2. Summarize the social sciences hierarchy of a theory or model, and explain how this hierarchy works in terms of hypothesis testing.
1. Review the discussion of goal-setting theory and expectancy theory in this chapter, and list the theories, constructs, and variables associated with those theories.
6. Critique the social sciences' use of theory within the context of leadership as a discipline.
5. How could you design a simple model of leadership principles or applications?Summarize the relationships between the model's theoretical elements and the application of leadership principles.
4. Distinguish conceptual models from theory.
3. How would you apply goal-setting theory's constructs and variables in an organizational setting? How would you apply operational variables to your answer? How about expectancy theory?
2. What examples can you give in relation to health or leadership to define and distinguish the basic elements and relationships of a theory that can be applied to this field?
1. Why is the study of theory important in the study of leadership in health organizations?
6. Justify and defend the constructs in a simple model of leadership.
5. Design a simple model of leadership principles or applications (from constructs and concepts in this chapter or other literature), and summarize the relationships between the model's theoretical
5. Do you start a job search?
4. Do you resign?
3. Do you support the “party line” when marketing this reorganization internally and externally?
2. Do you discuss your concerns with other hospital CEOs (your peers) within the organization? If so, for what purpose or what action?
1. Do you readdress your concerns with higher leadership?
6. The leader remained professional and diplomatic during the entire process, even though the old radiologist group was not professional.
5. The leader was effective in leading change by removing a physician group without a major uprising by the medical staff and replacing the existing radiologist group with a highly qualified and
4. The leader demonstrated strong communication skills while presenting the medical center's case so as to win the support from the medical staff leadership.
3. The leader demonstrated courage in making a decision that might have strained the relationship with senior members of the medical staff and potentially spurred litigation from the radiologist
2. The leader understood the long-term impact on the medical center related to changes in its market share.
1. The leader developed a trust relationship with the medical staff leadership.
3. Demonstrate how applicable models associated with the health information and technology tools improve efficiency, effectiveness, performance, and efficacy of health services and healthcare
5. Categorize health organizations in technology adoption, analytics adoption (information utilization), and information integration using the integration of the Health Information Management and
6. Discuss special circumstances in which the admonishment and reprimanding of an employee can be delegated to someone other than the employee's immediate supervisor.
Do your initial findings support the theory that internal hardwiring affects your leadership decision making with regard to nonperforming employees? Can you distinguish differences between different
2. Dealing with nonperforming employees is as unique as an individual's leadership style. How would you begin to inform an employee about his or her nonperforming behavior? Why would you start this
9. Provide constant feedback and reinforcement while encouraging self-assessment.
8. Allow trainees to work together and share exper-iences.
7. Use realistic, job-relevant training materials.
6. Use a variety of training methods (such as auditory, visual-verbal, visual-nonverbal, and kinesthetic methods).
5. Use a systematic, logically connected sequencing of learning activities so that trainees have mastered lower levels of learning before moving onto higher levels.
4. Actively engage the trainee, thus maximizing attention, expectations, and memory.
3. Clearly define program goals and objectives at the start.
2. Align learning objectives to organizational goals.
1. Identify the types of individual learning strengths and problems, and tailor the training around them.
6. In a three-page paper, appraise and defend a“perfect” technical system health leader by explaining the knowledge, skills, abilities, and competencies of the “perfect” leader.
5. In a two-page paper, combine three or more leadership-oriented theories or models with principles of evaluation of technical systems such as the supply chain.
4. In a two- to three-page paper, identify and assess the key principles of the supply chain and/or revenue management systems (for leading people and managing resources).Describe how your leadership
3. In a one- to two-page paper, relate leadership and leadership-oriented theories and models to attributes, behaviors, and actions of technically successful health leaders.
2. In a one- to two-page paper, explain the attributes of a technically successful health leader in the industry today.
1. In a one-page paper, describe the technical leader you want to become and be in a health organization.
6. Appraise and defend a “perfect” health leader of technical systems by explaining the knowledge, skills, abilities, and competencies of the“perfect” leader. Is this similar to the type of
5. Combine three or more methods to evaluate technical systems in health organizations.
4. What are the key principles of the supply chain, and how do those principles interact in your plan and style of leadership?
3. What are three leadership and leadershiporiented theories and models that would assist you in leading people and managing resources of the supply chain or revenue management systems?
2. What are the attributes of a technically astute, successful health leader in the industry today?
What is unique about your description?
1. Describe the technically competent leader you want to become and be in a health organization.
1. Describe the basics of the supply chain and revenue management systems in a health organization.2. Explain the attributes of an efficient supply chain and revenue management system.
5. Categorize global leadership differences according to a leader's use of power, technology, and knowledge management.
6. In a two-page paper, evaluate an internal health organization stakeholder and an external health organization stakeholder, and justify their motivations, needs, and aspirations with regard to
4. In a one- to two-page paper, compare and contrast the motivations and issues of internal health organization stakeholders.
1. Identify the steps, characteristics, and behaviors a health leader should employ to build relationships with internal, “interface,” and external stakeholders.
7. How would the utilization of at least three different ethical frameworks or distributive justice theories affect patient autonomy, beneficence, nonmaleficence, and justice? How would the
6. Which options does a leader in a health organization have for developing an integrated system of ethics and moral practice? What would be the potential impact of each option regarding appropriate
How would you differentiate the potential decisions that leaders would make under these two frameworks? Is treatment by ability to pay moral? Are treatment decisions based on a patient's age moral?
5. Should health leaders adopt utilitarian and/or deontological postures in their organization?
How can leaders use these principles in decision making within a health organization?
3. Explain four ethical principles that guide decision making associated with patient care.
Who keeps the health leadership team accountable to the ethical framework and moral application of established principles?
How does the health organization ensure internal staff and subordinate adaptation to the ethical framework and moral application of that framework both to long-term (e.g., training, annual updates,
How does the health organization communicate its ethical framework and moral application to the communities it serves and to its external stakeholders?
How does the health organization integrate its ethical framework and moral applications into its strategic planning, decision making, and daily operations?
How can the organizational culture incorporate the ethical framework and moral application of principles that the health organization holds important?
How can leadership decisions remain consistent with the ethical framework over time? How do you know when you are consistent?
Apply at least two ethical frameworks or distributive justice theories, with examples of moral practice of a leader, to an ethical issue in a health organization.
Define distributive justice, ethics, morals, values, promise keeping, and leadership bankruptcy.Describe how they are used by leaders in decision making based in an ethical framework.
5. In a one- to two-page paper, outline a methodology to perform internal environmental scanning, monitoring, and assessment and external environmental scanning, forecasting, and monitoring for a
4. Analyze how external and internal environmental factors influence the strategic plan and the organizational culture of a health organization, highlighting the basic differences between vertical
6. Compare and contrast two or more contemporary leadership models.
6. In a two- to three-page paper, evaluate health leader development, and relate leader development opportunities and events to the cycle of leadership and the knowledge, skills, and abilities to
6. How would you evaluate health leader development as a concept? How would you relate leader development opportunities and events to the cycle of leadership and the knowledge, skills, and abilities
1. How would you describe the CWR cycle of leadership? Identify the knowledge, skills, and abilities at each stage of the cycle that contribute to understanding health leadership development. How do
5. Devise a health leader's checklist for leading and managing a group or team focused on superior performance and outcomes.

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