Topics: Leadership, Management, Situational leadership theory Pages: 10 (2066 words) Published: August 13, 2014
 Answers to Case Application 1 Questions  Growing Leaders

1. What do you think about Buckley’s statement that leaders and managers differ?  Do you agree?  Why or why not?

Buckley statement said that he believes leaders differ from managers. “A leader is as much about inspiration as anything else. A manager is more about process.”

I agree fully agree with Buckley’s Statement. He stated that a leader is the inspiration behind the scenes. The leader needs to show proper ethics and work attitude for the employees to follow. When a leader is not fulfilling his or her role and only commanding instructions, it shows poor leadership skills and will only affect the rest of the team poorly. Managers, Buckley stated, “. is more about process (Robbins & Coulter, 2011, p. 482).” Managers are there to make sure the employees are trained to do their work and make sure the business is running smoothly. The managers, I believe, are the ones who run the show in a business. While leaders implement rules and guide, managers are there to make sure everything is organized and going as planned, while also making sure the leaders idea are making profit for the business. 2. What leadership models/theories/issues do you see in this case? List and describe.

Leadership models/theories/issues are as follows:
1. Leadership Trait Theories
2. Leadership Behavior Theories
1. The Fiedler contingency model
2. Hersey and Blanchard’s Situational Leadership Theory (SLT) 3. Path-goal theory
1. Leader-Member Exchange (LMX) Theory
2. Transformational-Transactional Leadership
3. Charismatic-Visionary Leadership
4. Team Leadership


Leadership Trait Theories:

1. Research in the 1920s and 1930s focused on traits of the leader, with the intent to isolate characteristics that might be used to differentiate leaders from non leaders. 2. Identifying a set of traits consistently associated with the process of leadership proved to be more successful than one set of traits that would always differentiate leaders from non leaders. 3. Seven traits associated with effective leadership are as follows 1. Drive. Leaders exhibit a high effort level. They have a relatively high desire for achievement, they are ambitious, they have a lot of energy, they are tirelessly persistent in their activities, and they show initiative. 2. Desire to lead. Leaders have a strong desire to influence and lead others. They demonstrate the willingness to take responsibility. 3. Honesty and integrity. Leaders build trusting relationships with followers by being truthful or non deceitful and by showing high consistency between word and deed. 4. Self-confidence. Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of their goals and decisions. 5. Intelligence. Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions. 6. Job-relevant knowledge. Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions. 7. Extraversion. Leaders are energetic, lively people. They are sociable, assertive, and rarely silent or withdrawn.

Leadership Behavior Theories:
1. Researchers began to hope that a behavioral theories approach would provide more definitive information about the nature of leadership than did trait theories. 2. Four main leader behavior studies are summarized as:

a. University of Iowa Studies. Kurt Lewin and his associates explored three leadership styles: autocratic, democratic,...
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