DiscussionQuestionsCaseStudiesActivitiesCh.docx

DiscussionQuestionsCaseStudiesActivitiesCh.docx

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DiscussionQuestionsCaseStudiesActivitiesCh

UnderstandingLeadership

DiscussionQuestions,ActivitiesandCaseStudies

ChaptersNinethroughThirteen

Name:

Aston

Chapter09:

SocialChangeLeadership

DiscussionQuestions

1.Describethecharacteristicsofacitizenleader.

Thegoalofcitizenleaderistochangetheworldandmaketheworldabetterworld.Itpaysattentiontotheresponsibilityandcontributionofeachpersonoreachgrouptothecommunity.Individualsandgroupsthroughthecreationofsocialdevelopment.citizenleaderbycreatingandchangingsocialprogress（不知道你要说什么，但是这话没谓语动词，结构不对）

2.Discussinsomedetailthesimilaritiesofthe3leadershipmodelsofsocialchangepresentedinthischapter.

Thebookcontains3kindsofleadershipmodels:

creatingchange,collaborationandthecitizenleader.Theyallwanttopromotesocialprogress,sothatthecommunitycangetbetterdevelopment.Allofthemneedtoleadfollowersandmakefollowersworktogether.

3.Discussinsomedetailthe3componentsofthesocialchangeleadershiptheory.

a.CreatingChange

Leadershipisresponsibleforcreatingchange,whichisresponsibleformakingateamfromonewaytotheother.Leadershipisapurposeofthechange.Theyareinthetransformationorchangefromthenature,andtheymustactivelychange.

b.Collaboration

Cooperationcanenablepeopletogathertogethertodiscusssomeoftheproblems,socooperationisthebestwaytoinitiatechange.Cooperationneedstopayattentiontothefollowingaspects:

thecooperationbetweenpeopleandpeople,peopleandpeopleandthetrustbetweenpeople.

c.CivicLeadership

Civilleadershopethatsocialdevelopment,andthishopeisgreaterthanhisowninterestsofthepursuit.Everycitizenhasaresponsibilitytochangeanddevelop.

4.Discussthe3levelsofinteractiondescribedinthesocialchangemodel.

a.IndividualLevel

Understandyourself,andfocusonthepersonalcharacteristicsofsocialchange.Selfawarenessandpersonalcommitmenttopersonallevel.

b.GroupLevel

Thefocusisonthecollaborationbetweentheteammembers.Thecooperationamongthemembers,thediscussionandthecommongoalofeachotherbelongtothegrouplevel.

c.Community/SocietyLevel

Thefocusistolettheleadershiptosolvetheproblemsofthesociety.Itincludestherightsofcitizens,andtheemphasisoncommoninterests.

5.Whatdoyoubelieveistheoverallpurposeofthesocialchangeapproachtoleadership?

Explain.

Theoverallgoalofsocialchangeistoimproveandsolvetheproblemsinsociety.Whenthenumbersofsocialproblemsinincreasing,peoplewillnotbeinvolvedinsociety,andtheywillbediscussedinprivate.（没有语法错误，但是逻辑不通，不明白你想表达什么意思）Sowemustencouragepeopletomakethemplaytheirownability.

Activity

1.Provideanexampleofsocialchangeleadershipprocessthatyouhaveobservedinyourowncommunity.

Lastweek,myfamilyandIcleanedthegardenandmadetheenvironmentimprove.

2.Ifyoudecidetoparticipateasasocialchangeagent,whatpublicissueorissuesdoyoubelievewarrantimmediateattention?

Whatrolecouldyouplayinthesolution?

Ithinkweneedtopayattentiontothedisabledandtheendangeredanimals.Icanbeavolunteer.IfIwereavolunteer,Iwouldoftencallthefriendsaroundmetopaymoreattentiontopeoplewithdisabilities,andIwouldgotosomecharityorganizationstohelp;Iwouldoftenpromotecommonsensetoprotectanimals.Throughthesetohelpdisabledpeopleandprotectanimals.

Chapter10:

RiskLeadership

DiscussionQuestions

1.Discussthethreethingsthatmotivateriskleaderstomakethedecisiontoact

a.Reason#1

Issue-driven revolt;Tocreateadepressedmoodaroundoneormoreevents.Usuallythecommitmenttoaproblemleadstoaspecificproblem.Theorganizationcanchangethestrategybymodifyingsomeideastoimprovetheorganization.

b.Reason#2

Person-drivenrevolt:

Aperson'snegativeattitudecanleadtoanorganization'srisk.Whenaleaderhastoomanychallengesandresistance,hispowerisverydangerous,anditislikelytolose.Atthistimethepowerisdivided.Ifaleaderhasnoabilitytomaketherightchoice,hissubordinateswillresist.Theresultscouldbedevastating.

c.Reason#3

Transformational driven revolt:

Changeisadesire,anditcanmaketheorganizationbecomebetter.Thischangeislong-term.Thereformersmustpaygreatattentiontotheircareers.

2.Discusstherelationshipbetweenriskagents,theriskagency,andotherorganizationalplayers.Whatrolesdoeachofthesegroupsplayintheriskleadershipevent?

Riskagentsthroughtheirowninnovationandeffortstobringvaluetothecompany.Theyarenotsatisfiedwiththecurrentstate.Theyallshareacommonbelief.Agentsstable,guardand,advocatesexternal（不懂）,renegademanagersarethedifferentgroupsofpeopleRisktoplayadifferentroleintheorganization

3.Discussthecostsandbenefitsofengaginginriskleadership.

Cost:

theriskoflosingeverything.

Benefits:

improvetheirabilitytogetahigherposition,makemoremoney,getbetterdevelopment,andjoinbettercompanies.

Activity

TheRiskLeadershipInventoryisaself-assessmentdesignedtomeasureyourpracticeofriskleadership.Readeachstatementcarefullyanddeterminethechoicethatbestcorrespondswithyouractualbehavior.

1

2

3

4

5

Rarely

OnceinaWhile

Sometimes

FairlyOften

AlmostAlways

Foreachquestion,recordthenumbercorrespondingtoyourresponseinthespaceprovided.

5

1.Iassumepersonalresponsibilityforsuccessofmyorganization

（1）

4

2.Iencourageandparticipateinteamworkwiththosewhosharesimilarbeliefs.

（1）

4

3.WhenIarguemypositionwithmanagement,theargumentisbasedonreasonandevidence.

（2）

5

4.Despitedifferences,Iamwillingtoworkwithmanagementforthegoodoftheorganization.（3）

4

5.Iamwillingtobothchallengeandcollaboratewithmanagement,evenifdoingsofeelsuncomfortable.（3）

5

6.Organizationalimprovementismyresponsibility.

（1）

5

7.Usingrationalarguments,Iopenlychallengethepoliciesofmanagement.

（2）

5

8.Followingmanagement’sreactiontomychallengetotheirpower,Iamabletorefusetochangemyposition.

（2）

5

9.Istandmygroundevenwhenmanagementthreatenspunishment.

（2）

4

10.Istanduptomanagementwhentheyarewrong.

（2）

4

11.Iassumepersonalresponsibilityformyworkassignment.

（1）

4

12.Iactivelyseekoutandjoinotherswhosharemyconcernsabouttheorganization.

（1）

3

13.Evenaftermanagementre-exertspower,Irefusetobend.

（2）

3

14.MyalliesandIareunifiedinourconcernforthecollectivegoodofourorganization.

（1）

3

15.Iamnotafraidtopresentanalternativeagendatomanagementpolicies.

（2）

5

16.Irecognizethelimitationsandcompetenciesofuppermanagement.

（1）

5

17.Iactivelyseekconsensuswithmyorganizationalallies.

（1）

4

18.Idemandthatmanagementrecognizemyrighttoconfrontandchallengethem.

（1）

4

19.Irecognizemystrengthsandweaknessesasaneffectiveorganizationalplayer.

（1）

5

20.Iamwillingtoengageinextendedconflictwithmanagement.

（2）

4

21.WhenIbelievemystanceisjustified,Istandmyground.

（2）

5

22.IampreparedtoopposemanagementwhenIamconvincedthatmypositionisright.

（2）

5

23.Ihaveagoodunderstandingofthestrengthsandweaknessesofmyorganization.

（1）

5

24.Iamwillingtoriskconflictwithmanagementforthepurposeofmakingourorganizationbetter.

（2）

4

25.Evenafterextendedconflict,Iappreciatemanagement’svaluetotheorganization.（3）

5

26.Ijoinotherstocreateanalternativeagendafororganizationalsuccess.

（1）

5

27.Iamwillingtoworkwithmanagementtoestablishacommonvisionandpurposeforourorganization.（3）

5

28.Idenymanagement’sabilitytoexercisepowerwhencurrentpolicieshurttheorganization.

（2）

5

29.Iamwillingtocontinuallyengageinconfrontationalstrategiestomakeourorganizationbetter.（3）

5

30.Irecruitothers,bothwithinandoutsidetheorganization,toserveasallies

（1）

1.TocalculateyourtotalRiskLeadershipscore,simplyaddyourtotalpointsonall30questions.

a.RiskLeadershipScore:

134.Anaveragescoreisabout90.Ifyouscoreabove120,youareariskleader.Ifyouscorelessthan60,yourarelyengageinriskleadership.

2.TocalculateyourscoreforPreparedness,totalthepointsonlyforquestionswitha

（1）attheend.

a.PreparednessScore:

59.Anaveragepreparednessscoreis36.Scoresabove48indicatedstrongabilitytoprepareforriskleadership.Scoreslessthan24indicatelimitedabilityinthisarea.

3.TocalculateyourscoreforRevolution,totalthepointsonlyforquestionswitha

（2）attheend.

a.RevolutionScore:

51.Therevolutionscorecanbeinterpretedinthesamemannerasthepreparednessscore.Ascoreof36isaverage,48ishigh,and24orlessislow.

4.TocalculateyourscoreforResolution,totalthepointsonlyforquestionswitha（3）attheend.

a.ResolutionScore:

24.Anaveragescoreonresolutionsectionis18.Scoring24ormoreindicatesstrengthincollaboration,whileascorelessthan12suggestsweaknessinthisarea.

Chapter11:

Followership

DiscussionQuestions

1.Discusstheviewoffollowershipundertheindustrialparadigmofleadership.

Followersintheindustrialparadigmarenotimportant;theyareoftenoverlooked;theyareseparatedfromtheleader,andmostofthemarewillingtobecontrolled.

2.Discussinsomedetailthenewviewoffollowersunderthepost-industrialparadigm.

Thisisarelationship.Theleaderandthefollowersreallywanttochange;theybothhavethepositiontobeinterchangeable.mostofthepowerbelongstoafollower,andth