Directions Using information from the textbook and from outside reading, the student should respond to each question relating to the corresponding case study (don't forget to number each response) in approximately 2-3 paragraphs per question. All cited material must include both internal citations and a complete reference list at the end of the paper. A cover sheet should minimally indicate the Case Study number, the name of the course, the student's name and the date. You have to think like a practicing manager if you want to analyze a case successfully. As part of your analysis, it is necessary, but not sufficient to answer the following questions in enough depth to show that you have performed more than a superficial reading of the case's content, and subsequently applied relevant theory. What is the issue being presented or analyzed in the case? Focus on the main issue in the case if more than one topic is presented. Use your judgment to decide on which issue is the one that is potentially most costly to an organization if left unresolved. There are more kinds of cost to be considered than economic costs. Do not neglect them in your analysis. Where did the issue take place? Consider this because you need to take into account cultural and environmental considerations that may differ from those of the United States, in your analysis. When did the issue take place? There may be historic and environmental considerations different from those of the United States, which should be taken into account in your analysis. When did the issue take place? There may be historic and environmental considerations different from those of the United States, which should be taken into account in your analysis. Who was affected by the issues? In other words, who are the stakeholders inside and outside of the organization that need to be considered when formulating an analysis, and possible response to the situation? How would you, as a manager, apply the insights gained from the case to improve an (your) organization's operations? I expect to read narrative answers that are written in grammatically correct, well-formulated English sentences. Each paragraph should be organized around a single topic, and transitions should flow logically from one paragraph to the next. If you have questions about your writing, you are more than welcome to contact me and we can work through ways to improve your answers. Case Study 2.1- Choosing a New Director of Research (Required): Please read the case and respond to questions 1 through 3 following the case. Case Study Choosing a New Director of Research (from Leadership: Theory and Practice by Peter G. Northouse) Sandra Coke is a vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1,000 employees. As a result of a recent reorganization, Sandra must choose the new director of research. The director will report directly to Sandra and will be responsible for developing and testing new products. The research division of GLF employs about 200 people. The choice of directors is important because Ms. Coke is receiving pressure from the President and the board of GLF to improve the company's overall growth and productivity. Sandra has identified three candidates for the position. Each candidate is at the same managerial level. She is having difficulty choosing one of them because each of them has very strong credentials. Alexa Smith is a longtime employee of GLF who started part-time in the mailroom while in high school and after finishing school worked in as many as 10 different positions throughout the company to become manager of new product marketing. Performance reviews of Alexa's work have repeatedly described her as being very creative and insightful. In her tenure at GLF, Alexa has developed and brought to market four new product lines. Alexa is also known throughout GLF as being persistent about her work; when she starts a project she stays with it until it is finished. It is this quality that probably accounts for the success of each of the four products with which she has been involved. A second candidate for the new position is Kelsey Metts, who has been with GLF for 5 years and is a manager of quality control for established products. Kelsey has a reputation for being very bright. Before joining GLF, she received her M.B.A. from Harvard, graduating at the top of her class. People talk about Kelsey as the kind of person who will be president of her own company someday. Kelsey is also very personable. On all of her performance reviews, she received extra-high scores on sociability and human relations. There isn't a supervisor in the company who doesn't have positive things to say about how comfortable it is to work with Kelsey Mitts. Since joining GLF, Kelsey has been instrumental in bringing two new product lines to market. Thomas Santiago, the third candidate, has been with GLF for 10 years and is often consulted by upper management regarding strategic planning and corporate direction setting. Thomas has been very involved in establishing the vision for GLF and is a company person all the way. He believes in the values of GLF, and he actively promotes its mission. The two qualities that stands out above the rest in Thomas's performance review s are his honesty and integrity. Employees who have worked under his supervision consistently report that they can trust Thomas to be fair and consistent with them. Thomas is highly respected at GLF. In his tenure at the company, Thomas has been involved in some capacity with the development of new product lines. The challenge confronting Sandra Coke is to choose the best person for the newly established director's position. Because of the pressures she feels from upper management, Sandra knows she must select the best leader for the new position. Questions 1. Based on the information provided about the trait approach in Table 2.1 and 2.2, if you were Sandra, who would you select? 2. In what ways is the trait approach helpful in this selection? 3. In what ways are the weaknesses of the trait approach highlighted in this case? 38LEADERSHIP THEORY AND PRACTICE Leadership Trait Questionnaire (LTQ) Instructions: The purpose of this questionnaire is to measure personal characteristics of leadership. The questionnaire should be completed by the leader and five people who are familiar with the leader. Make five copies of this questionnaire. This questionnaire should be completed by you and five people you know (e.g., roommates, coworkers, relatives, friends). Using the following scale, have each individual indicate the degree to which he or she agrees or disagrees with each of the 14 statements below. Do not forget to complete one for yourself. ______________________________________ (leader's name) is Key:\t1 = Strongly 2 = Disagree 3 = Neutral 4 = Agree disagree 5 = Strongly agree 1. Articulate: Communicates effectively with others 2. Perceptive: Is discerning and insightful 3. Self-confident: Believes in himself/herself and his/her ability 4. Self-assured: Is secure with self, free of doubts 5. Persistent: Stays fixed on the goals, despite interference 6. Determined: Takes a firm stand, acts with certainty 7. Trustworthy: Is authentic and inspires confidence 8. Dependable: Is consistent and reliable 9. Friendly: Shows kindness and warmth 10. Outgoing: Talks freely, gets along well with others 11. Conscientious: Is thorough, organized, and controlled 12. Diligent: Is persistent, hardworking 13. Sensitive: Shows tolerance, is tactful and sympathetic 14. Empathic: Understands others, identifies with others 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 Scoring 1. Enter the responses for Raters 1, 2, 3, 4, and 5 in the appropriate columns as shown in Example 2.1. The example provides hypothetical ratings to help explain how the questionnaire can be used. 2. For each of the 14 items, compute the average for the five raters and place that number in the \"average rating\" column. 3. Place your own scores in the \"self-rating\" column. Chapter 2 Trait Approach 39 Example 2.1 Leadership Traits Questionnaire Ratings Average Self Rater 1 Rater 2 Rater 3 Rater 4 Rater 5 rating rating 1. Articulate 4 4\t3\t2\t4 3.4 4 2. Perceptive 2 5\t3\t4\t4 3.6 5 3. Self-confident 4 4\t5\t5\t4 4.4 4 4. Self-assured 5 5\t5\t5\t5 5\t5 5. Persistent\t4 4\t3\t3\t3 3.4 3 6. Determined 4 4\t4\t4\t4 4\t4 7. Trustworthy 5 5\t5\t5\t5 5\t5 8. Dependable 4 5\t4\t5\t4 4.4 4 9. Friendly 5 5\t5\t5\t5 5\t5 10. Outgoing\t5 4\t5\t4\t5 4.6 4 11. Conscientious 2 3\t2\t3\t3 2.6 4 12. Diligent 3 3\t3\t3\t3 3\t4 13. Sensitive 4 4\t5\t5\t5 4.6 3 14. Empathic 5 5\t4\t5\t4 4.6 3 Scoring Interpretation The scores you received on the LTQ provide information about how you see yourself and how others see you as a leader. The chart allows you to see where your perceptions are the same as those of others and where they differ. The example ratings show how the leader self-rated higher than the observers did on the characteristic articulate. On the second characteristic, perceptive, the leader self-rated substantially higher than others. On the selfconfident characteristic, the leader self-rated quite close to others' ratings but lower. There are no best ratings on this questionnaire. The purpose of the instrument is to give you a way to assess your strengths and weaknesses and to evaluate areas where your perceptions are congruent with those of others and where there are discrepancies. Case Study 2.1- Choosing a New Director of Research (Required): Please read the case and respond to questions 1 through 3 following the case. Case Study Choosing a New Director of Research (from Leadership: Theory and Practice by Peter G. Northouse) Sandra Coke is a vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1,000 employees. As a result of a recent reorganization, Sandra must choose the new director of research. The director will report directly to Sandra and will be responsible for developing and testing new products. The research division of GLF employs about 200 people. The choice of directors is important because Ms. Coke is receiving pressure from the President and the board of GLF to improve the company's overall growth and productivity. Sandra has identified three candidates for the position. Each candidate is at the same managerial level. She is having difficulty choosing one of them because each of them has very strong credentials. Alexa Smith is a longtime employee of GLF who started part-time in the mailroom while in high school and after finishing school worked in as many as 10 different positions throughout the company to become manager of new product marketing. Performance reviews of Alexa's work have repeatedly described her as being very creative and insightful. In her tenure at GLF, Alexa has developed and brought to market four new product lines. Alexa is also known throughout GLF as being persistent about her work; when she starts a project she stays with it until it is finished. It is this quality that probably accounts for the success of each of the four products with which she has been involved. A second candidate for the new position is Kelsey Metts, who has been with GLF for 5 years and is a manager of quality control for established products. Kelsey has a reputation for being very bright. Before joining GLF, she received her M.B.A. from Harvard, graduating at the top of her class. People talk about Kelsey as the kind of person who will be president of her own company someday. Kelsey is also very personable. On all of her performance reviews, she received extra-high scores on sociability and human relations. There isn't a supervisor in the company who doesn't have positive things to say about how comfortable it is to work with Kelsey Mitts. Since joining GLF, Kelsey has been instrumental in bringing two new product lines to market. Thomas Santiago, the third candidate, has been with GLF for 10 years and is often consulted by upper management regarding strategic planning and corporate direction setting. Thomas has been very involved in establishing the vision for GLF and is a company person all the way. He believes in the values of GLF, and he actively promotes its mission. The two qualities that stands out above the rest in Thomas's performance review s are his honesty and integrity. Employees who have worked under his supervision consistently report that they can trust Thomas to be fair and consistent with them. Thomas is highly respected at GLF. In his tenure at the company, Thomas has been involved in some capacity with the development of new product lines. The challenge confronting Sandra Coke is to choose the best person for the newly established director's position. Because of the pressures she feels from upper management, Sandra knows she must select the best leader for the new position. Questions 1. Based on the information provided about the trait approach in Table 2.1 and 2.2, if you were Sandra, who would you select? 2. In what ways is the trait approach helpful in this selection? 3. In what ways are the weaknesses of the trait approach highlighted in this case? Case Study 2.1- Choosing a New Director of Research (Required): Please read the case and respond to questions 1 through 3 following the case. Case Study Choosing a New Director of Research (from Leadership: Theory and Practice by Peter G. Northouse) Sandra Coke is a vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1,000 employees. As a result of a recent reorganization, Sandra must choose the new director of research. The director will report directly to Sandra and will be responsible for developing and testing new products. The research division of GLF employs about 200 people. The choice of directors is important because Ms. Coke is receiving pressure from the President and the board of GLF to improve the company's overall growth and productivity. Sandra has identified three candidates for the position. Each candidate is at the same managerial level. She is having difficulty choosing one of them because each of them has very strong credentials. Alexa Smith is a longtime employee of GLF who started part-time in the mailroom while in high school and after finishing school worked in as many as 10 different positions throughout the company to become manager of new product marketing. Performance reviews of Alexa's work have repeatedly described her as being very creative and insightful. In her tenure at GLF, Alexa has developed and brought to market four new product lines. Alexa is also known throughout GLF as being persistent about her work; when she starts a project she stays with it until it is finished. It is this quality that probably accounts for the success of each of the four products with which she has been involved. A second candidate for the new position is Kelsey Metts, who has been with GLF for 5 years and is a manager of quality control for established products. Kelsey has a reputation for being very bright. Before joining GLF, she received her M.B.A. from Harvard, graduating at the top of her class. People talk about Kelsey as the kind of person who will be president of her own company someday. Kelsey is also very personable. On all of her performance reviews, she received extra-high scores on sociability and human relations. There isn't a supervisor in the company who doesn't have positive things to say about how comfortable it is to work with Kelsey Mitts. Since joining GLF, Kelsey has been instrumental in bringing two new product lines to market. Thomas Santiago, the third candidate, has been with GLF for 10 years and is often consulted by upper management regarding strategic planning and corporate direction setting. Thomas has been very involved in establishing the vision for GLF and is a company person all the way. He believes in the values of GLF, and he actively promotes its mission. The two qualities that stands out above the rest in Thomas's performance review s are his honesty and integrity. Employees who have worked under his supervision consistently report that they can trust Thomas to be fair and consistent with them. Thomas is highly respected at GLF. In his tenure at the company, Thomas has been involved in some capacity with the development of new product lines. The challenge confronting Sandra Coke is to choose the best person for the newly established director's position. Because of the pressures she feels from upper management, Sandra knows she must select the best leader for the new position. Questions 1. Based on the information provided about the trait approach in Table 2.1 and 2.2, if you were Sandra, who would you select? 2. In what ways is the trait approach helpful in this selection? 3. In what ways are the weaknesses of the trait approach highlighted in this case