Case 1: Managers are sometimes surprised to discover that their power to influence goes far beyond the scope of their job duties because less powerful employees are eager to seek their favor. In that context, a behavior as simple as making eye contact with an employee can serve as a kind of reward that inspires the employee. Linda Parker Hudson discovered this kind of power when she became division president for defense contractor General Dynamics. In her first week on the job, she showed up wearing a distinctively tied scarf. The next day, she spotted more than a dozen female employees wearing scarves tied into identical bows. (Male executives, of course, have similar impacts on their employees.) Hudson admits that the experience was more alarming than flattering; not everyone enjoys that level of scrutiny. But she also recognized that this kind of influence also would enable her to shape the organizations culture. When Hudson later took charge of the U.S. division of another defense contractor, BAE Systems, she told the managers reporting to her that it was her habit to send e-mail at odd hours and she expected a rapid response. When she had a thought at 3:00 a.m., shed send out a message. But it took Hudson by surprise when she received immediate responses from managers who had begun sleeping with their BlackBerry phones within reach. By rapid, she had not really meant immediate, but her staff members were eager to do whatever they thought she wanted. It took Hudson months to persuade them she really expected them to sleep at night. Question: What leadership style is being used of Linda Parker. What are the pros and cons to this? (15)