Book: Strategic Management

6th Edition By: Graham Hubbard, John Rice, Peter Galvin Chapter 13 Leadership, People and Culture

1. How do the four levels of leadership interact? Is there overlap? Can team leaders really be part of the 'leadership' of an organisation?
2. What is the difference between leadership and management, in your view?
3. What is the relative importance and roles of the leadership 'team' and the individual leader? How can they function together most effectively?
4. Consider the common requirements for leaders listed in the chapter. Describe their presence or absence in leaders you know or have known. Are there any other requirements you would add?
5. How can the board of directors be responsible for the performance of the organisation if the CEO and top management team are the key executives in the business on a day-to-day basis?
6. What individual values and organisation cultures are likely to agree/differ? What can an organisation do to align them?
7. Why should the roles of CEO and chair of the board be separated? When might it be useful for them to be held by the same person?
8. What ethical dilemmas have you encountered or seen arise at organisations you have worked for? What happened? What did you do about it? Why?
9. Think of a story you have heard about an organisation. What does that story say about the organisation? What values and beliefs does it reveal? Was the story told inside the organisation? Why?
10. Consider one or more elements of the culture of an organisation you have worked for (e.g. rules). How did that element influence your behaviour? Why? What else might have been done to align your behaviour with the required strategy?