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Read each question and each answer carefully. Make absolutely sure you answer the entire question. Partial credit will be given if you’re approaching the correct answer, and if you skip part of a question, you won’t get those points. Additionally, the question is set up to help you arrive at the correct reasoning in steps. If you skip a logical step, you might have a harder time developing a logically reasoned answer.
You may use notes, textbook, and Internet (sparingly) to get background and general information, but if there is so much as one sentence copied from the Internet, cited or not, you’ll get a zero for the question. If this happens more than once, you’ll be awarded a zero for the exam. You know the answers to these questions. It just takes a little critical thinking to get there. Don’t sell yourself short and copy someone else’s ideas.
The due date for the exam is Monday, December 9 2013, by 11:59 pm to the appropriate folder on Blackboard. Please take your time and think through all your answers.
Use typical formatting: 12 pt font, 1” margins, Times New Roman or Arial font, double-spaced. Each question should probably take about 1 – 1 ½ pages to answer fully. If you’d like to write more than that, you are welcome to it. If you’re writing substantially less than a page, you’re missing something major.
There are 10 questions total on this exam. Pick 5 that you would like to answer. Each question is 20 points each. There is no extra credit for answering extra questions.
Good Luck!
1. Based on what you know about the difference between leaders and managers, discuss the differences you would expect between leaders and managers regarding their use of a) French and Raven’s bases of power, b) influence and political tactics (note: these are two different things), and c) persuasion tactics in communication. Be specific and provide rationalization for your choices.
2. Scholars have defined leadership in multiple ways. The most widely accepted conceptualization is the definition adopted by Northouse – the process definition. Explain the four major components of the process definition and then discuss at least two leadership theories that integrate the core, underlying premise of the process definition. Be specific and provide examples from each theory that support your conclusions.
3. What should organizations do when there is a mismatch between the leader’s style and the situation in the workplace? Answer this question using the situational leadership approach and then using the contingency approach. Be specific; don’t just tell me the definitions.
4. Defend or refute: Authentic leadership, servant leadership, and ethical leadership are basically the same. Use at least three pieces of significant information from each theory to support your answer.
5. In the new globalized economy, many organizations are relying on virtual interactions to produce the products and services that they need, and this change in how we do business has substantial implications for leaders. How might leadership traits, skills, and behaviors associated with effective virtual communication differ from leadership traits, skills, and behaviors associated with effective face-to-face communication? Be sure to include discussion of how culture and diversity of followers would be an important consideration for leadership in virtual environments. Be specific and provide adequate justification for your answers.
6. Biologically-driven research investigating the differences between male and female leaders has produced some interesting patterns on leadership style. Despite their differences in leadership style, both males and females can both be exceptionally effective. Explain how leader styles differ between males and females. Then, based on their styles, make a prediction as to which pathway of outstanding leadership you would expect males and females to more closely adhere. In other words, would you expect women to be charismatic, ideological, or pragmatic? What about for men? Be specific and explicitly link biologically-driven leader styles and characteristics associated with C, I, and P leaders to support your answer.
7. Personality traits (e.g., narcissism, hubris) are not the sole cause of destructive leadership despite the fact that many assume this is the case. Explain the various ways that follower characteristics and environmental factors also contribute to destructive leaders. As a strategic leader, explain what could happen if you allowed destructive leaders to infiltrate your organization’s executive board, and what you would to do to ensure that your organization does not breed destructive leaders.
8. Imagine you are a leadership researcher. Think about what variables you think are the most important to study regarding developing leadership skills. Describe the three variables you think are important to study in each of the main categories of leadership research: Leader, Follower, and Situation.
9. In a recent paper published in the Journal of Personality and Social Psychology, researchers demonstrated that high levels of creativity could lead organizational leaders to behave unethically. Do you agree or disagree with this finding? Why or why not? Consider the relationships between intelligence and ethicality as well as what other variables might account for the relationship between creativity and ethicality.
10. Hofstede’s cultural dimensions attempt to distinguish various countries based on a number of different cultural characteristics: power distances, individualism, assertiveness, uncertainty avoidance, and long-term orientation. Which of these cultural dimensions do you think is most important for understanding cross-cultural leadership? Pick two dimensions and explain how they might impact the effectiveness of an expatriate leader.
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