Leadership Reflection Assignment

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please answer questions 6.2,6.3, and 6.4 in page 203

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Introduction to Leadership Fourth Edition 2 To Madison and Isla 3 Introduction to Leadership Concepts and Practice Fourth Edition Peter G. Northouse Western Michigan University 4 FOR INFORMATION: SAGE Publications, Inc. 2455 Teller Road Thousand Oaks, California 91320 E-mail: order@sagepub.com SAGE Publications Ltd. 1 Oliver’s Yard 55 City Road London EC1Y 1SP United Kingdom SAGE Publications India Pvt. Ltd. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044 India SAGE Publications Asia-Pacific Pte. Ltd. 3 Church Street #10-04 Samsung Hub Singapore 049483 Copyright © 2018 by SAGE Publications, Inc. 5 All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. Printed in the United States of America ISBN: 978-1-5063-3008-2 This book is printed on acid-free paper. Acquisitions Editor: Maggie Stanley Development Editor: Lauren Holmes Editorial Assistant: Neda Dallal eLearning Editor: Katie Ancheta Production Editor: Libby Larson Copy Editor: Melinda Masson Typesetter: C&M Digitals (P) Ltd. Proofreader: Theresa Kay Indexer: Wendy Allex Cover Designer: Gail Buschman Marketing Manager: Ashlee Blunk 6 Brief Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Preface About the Author 1. Understanding Leadership 2. Recognizing Your Traits 3. Engaging Strengths 4. Understanding Philosophy and Styles 5. Attending to Tasks and Relationships 6. Developing Leadership Skills 7. Creating a Vision 8. Establishing a Constructive Climate 9. Embracing Diversity and Inclusion 10. Listening to Out-Group Members 11. Managing Conflict 12. Addressing Ethics in Leadership 13. Overcoming Obstacles Glossary Index 7 Detailed Contents Preface About the Author 1. Understanding Leadership Introduction Leadership Explained “Leadership Is a Trait” “Leadership Is an Ability” “Leadership Is a Skill” “Leadership Is a Behavior” “Leadership Is a Relationship” “Leadership Is an Influence Process” Global Leadership Attributes The Dark Side of Leadership Leadership Snapshot: Indra Nooyi Summary Application 1.1 Case Study 1.2 Conceptualizing Leadership Questionnaire 1.3 Observational Exercise 1.4 Reflection and Action Worksheet References 2. Recognizing Your Traits Introduction Leadership Traits Explained Intelligence Confidence Charisma Determination Sociability Integrity Leadership Snapshot: Nelson Mandela Leadership Traits in Practice George Washington (1732–1799) Winston Churchill (1874–1965) Mother Teresa (1910–1997) Bill Gates (1955–) 8 Oprah Winfrey (1954–) Summary Application 2.1 Case Study 2.2 Leadership Traits Questionnaire 2.3 Observational Exercise 2.4 Reflection and Action Worksheet References 3. Engaging Strengths Introduction Strengths-Based Leadership Explained Historical Background Identifying and Measuring Strengths Strengths-Based Leadership in Practice Discovering Your Strengths Developing Your Strengths Addressing Your Weaknesses Leadership Snapshot: Steve Jobs Recognizing and Engaging the Strengths of Others Fostering a Positive Strengths-Based Environment Summary Application 3.1 Case Study 3.2 Leadership Strengths Questionnaire 3.3 Observational Exercise 3.4 Reflection and Action Worksheet References 4. Understanding Philosophy and Styles Introduction Leadership Philosophy Explained Theory X Theory Y Leadership Styles Explained Authoritarian Leadership Style Democratic Leadership Style Laissez-Faire Leadership Style Leadership Snapshot: Victoria Ransom Leadership Styles in Practice Summary Application 9 4.1 Case Study 4.2 Leadership Styles Questionnaire 4.3 Observational Exercise 4.4 Reflection and Action Worksheet References 5. Attending to Tasks and Relationships Introduction Task and Relationship Styles Explained Task Style Relationship Style Leadership Snapshot: Mick Wilz Task and Relationship Styles in Practice Task Leadership Relationship Leadership Summary Application 5.1 Case Study 5.2 Task and Relationship Questionnaire 5.3 Observational Exercise 5.4 Reflection and Action Worksheet References 6. Developing Leadership Skills Introduction Administrative Skills Explained Administrative Skills in Practice Interpersonal Skills Explained Interpersonal Skills in Practice Leadership Snapshot: Coquese Washington Conceptual Skills Explained Conceptual Skills in Practice Summary Application 6.1 Case Study 6.2 Leadership Skills Questionnaire 6.3 Observational Exercise 6.4 Reflection and Action Worksheet References 7. Creating a Vision Introduction Vision Explained 10 A Picture A Change Values Leadership Snapshot: Rosalie Giffoniello A Map A Challenge Vision in Practice Articulating a Vision Implementing a Vision Summary Application 7.1 Case Study 7.2 Leadership Vision Questionnaire 7.3 Observational Exercise 7.4 Reflection and Action Worksheet References 8. Establishing a Constructive Climate Introduction Constructive Climate Explained Climate in Practice Providing Structure Clarifying Norms Building Cohesiveness Promoting Standards of Excellence Leadership Snapshot: Meg Whitman Summary Application 8.1 Case Study 8.2 Organizational Climate Questionnaire 8.3 Observational Exercise 8.4 Reflection and Action Worksheet References 9. Embracing Diversity and Inclusion Introduction Diversity and Inclusion Explained Definitions Brief Historical Perspective Inclusion Framework Leadership Snapshot: Ursula Burns Diversity and Inclusion in Practice 11 Model of Inclusive Practices Leader Practices That Advance Diversity and Inclusion Barriers to Embracing Diversity and Inclusion Summary Application 9.1 Case Study 9.2 Cultural Diversity Awareness Questionnaire 9.3 Observational Exercise 9.4 Reflection and Action Worksheet References 10. Listening to Out-Group Members Introduction Out-Group Members Explained How Out-Groups Form The Impact of Out-Group Members Out-Group Members in Practice Strategy 1: Listen to Out-Group Members Strategy 2: Show Empathy to Out-Group Members Strategy 3: Recognize the Unique Contributions of OutGroup Members Strategy 4: Help Out-Group Members Feel Included Strategy 5: Create a Special Relationship With Out-Group Members Strategy 6: Give Out-Group Members a Voice and Empower Them to Act Leadership Snapshot: Abraham Lincoln Summary Application 10.1 Case Study 10.2 Building Community Questionnaire 10.3 Observational Exercise 10.4 Reflection and Action Worksheet References 11. Managing Conflict Introduction Conflict Explained Communication and Conflict Conflict on the Content Level Leadership Snapshot: Humaira Bachal Conflict on the Relational Level 12 Managing Conflict in Practice Fisher and Ury Approach to Conflict Communication Strategies for Conflict Resolution Kilmann and Thomas Styles of Approaching Conflict Summary Application 11.1 Case Study 11.2 Conflict Style Questionnaire 11.3 Observational Exercise 11.4 Reflection and Action Worksheet References 12. Addressing Ethics in Leadership Introduction Leadership Ethics Explained Leadership Ethics in Practice 1. The Character of the Leader 2. The Actions of the Leader Leadership Snapshot: Warren Buffett and Bill and Melinda Gates 3. The Goals of the Leader 4. The Honesty of the Leader 5. The Power of the Leader 6. The Values of the Leader Culture and Leadership Ethics Summary Application 12.1 Case Study 12.2 Sample Items From the Ethical Leadership Style Questionnaire 12.3 Observational Exercise 12.4 Reflection and Action Worksheet References 13. Overcoming Obstacles Introduction Obstacles Explained Overcoming Obstacles in Practice Obstacle 1: Unclear Goals Obstacle 2: Unclear Directions Obstacle 3: Low Motivation Leadership Snapshot: Bill Courtney 13 Obstacle 4: Complex Tasks Obstacle 5: Simple Tasks Obstacle 6: Low Involvement Obstacle 7: Lack of a Challenge Summary Application 13.1 Case Study 13.2 Path–Goal Styles Questionnaire 13.3 Observational Exercise 13.4 Reflection and Action Worksheet References Glossary Index 14 Preface Leadership is a salient topic today. Given the volatility of global events and our national political climate, it is even more important now than it was when the third edition of this book was published. The public remains fascinated by who leaders are and what leaders do. People want to know what accounts for good leadership and how to become good leaders. Despite this strong interest in leadership, there are very few books that clearly describe the complexities of practicing leadership. I have written Introduction to Leadership: Concepts and Practice to fill this void. Each chapter describes a fundamental principle of leadership and how it relates in practice to becoming an effective leader. These fundamentals are illustrated through examples, profiles of effective leaders, and case studies. The text comprises 13 chapters: Chapter 1, “Understanding Leadership,” analyzes how different definitions of leadership have an impact on the practice of leadership. Chapter 2, “Recognizing Your Traits,” examines leadership traits found to be important in social science research and explores the leadership traits of a select group of historical and contemporary leaders. Chapter 3, “Engaging Strengths,” discusses the emerging field of strengths-based leadership, looking at how several assessment tools can help one to recognize his or her own strengths and those of others and then put those strengths to work as an effective leader. Chapter 4, “Understanding Philosophy and Styles,” explores how a person’s view of people, work, and human nature forms a personal philosophy of leadership and how this relates to three commonly observed styles of leadership: authoritarian, democratic, and laissez-faire. Chapter 5, “Attending to Tasks and Relationships,” describes how leaders can integrate and optimize task and relationship behaviors in their leadership role. Chapter 6, “Developing Leadership Skills,” considers three types of leadership skills: administrative, interpersonal, and conceptual. Chapter 7, “Creating a Vision,” explores the characteristics of a vision and how a vision is expressed and implemented. Chapter 8, “Establishing a Constructive Climate,” focuses on how important it is for leaders who are running groups or organizations to provide structure, clarify norms, build cohesiveness, and promote standards of excellence. Chapter 9, “Embracing Diversity and Inclusion,” discusses the importance of inclusive leadership and the barriers that can be encountered when trying 15 to embrace diversity and inclusion. Chapter 10, “Listening to OutGroup Members,” explores the nature of out-groups, their impact, and ways leaders should respond to out-group members. Chapter 11, “Managing Conflict,” addresses the question of how we can manage conflict and produce positive change. Chapter 12, “Addressing Ethics in Leadership,” explores six factors that are related directly to ethical leadership: character, actions, goals, honesty, power, and values. Finally, Chapter 13, “Overcoming Obstacles,” addresses seven obstacles that subordinates may face and how a leader can help to overcome these. New to This Edition This edition retains the chapters of the previous edition but has been expanded and enhanced in several ways: First and foremost, it includes a new chapter on diversity and inclusion that examines the nature of diversity and inclusion, provides a model of inclusive behavior, describes communication practices to improve inclusion, and identifies barriers to effective inclusive leadership. Second, this edition premieres the Ethical Leadership Style Questionnaire, a self-assessment instrument that allows readers to learn what their ethical leadership behaviors tend to be. The questionnaire in this book is an abridged edition of a longer, more comprehensive assessment available to readers online. Third, several chapters include a look at the dark side of leadership in terms of the approaches explored in the book. Fourth, new case studies, examples, and research are integrated throughout the book. Fifth, this edition includes new “Ask the Author” videos that show Peter Northouse answering student questions. Special Features Introduction to Leadership: Concepts and Practice is designed to help the reader understand how to become a better leader. While the book is grounded in leadership theory, it describes the basics of leadership in an understandable and user-friendly way. Each chapter focuses on a fundamental aspect of leadership, discusses how it can be applied in real 16 leadership situations, and provides a relevant profile of a leader. Perhaps the most notable features of this book are the four applied activities included in every chapter, which allow the reader to explore leadership concepts and real-world applications: Case studies illustrate the leadership concepts discussed in the chapter. At the end of each case, thought-provoking questions help the reader analyze the case using ideas presented in the chapter. Self-assessment questionnaires help the reader determine his or her own leadership style and preferences. Students may want to complete this questionnaire before reading the chapter’s content. By completing the questionnaire first, the reader will be more aware of how the chapter’s content specifically applies to his or her leadership tendencies. Observational exercises guide the reader in examining behaviors of leaders from his or her life experiences. Reflection and action worksheets stimulate the reader to reflect on his or her leadership style and identify actions to take to become more effective. Audience A practice-oriented book, Introduction to Leadership: Concepts and Practice is written in a user-friendly style appropriate for introductory leadership courses across disciplines. Specifically, it is well suited for programs in leadership studies and leadership courses in schools of agriculture, allied health, business, management, communication, education, engineering, military science, public administration, nursing, political science, social work, and religion. In addition, this book is appropriate for programs in continuing education, corporate training, executive development, in-service training, and government training. It is also useful for student extracurricular activities. Digital Resources SAGE coursepacks allow instructors to import high-quality online resources directly into Blackboard, Canvas, Moodle, or Brightspace by Desire2Learn (D2L) in an intuitive, simple format. Instructors who do not 17 use an LMS platform can still access many of the online resources by visiting edge.sagepub.com/northouseintro4e. SAGE coursepacks include, for each chapter: A diverse range of test items with pretests, posttests, and test banks built on Bloom’s Taxonomy and AACSB standards, available with ExamView test generation Assignable SAGE Premium Video (available via the interactive eBook version, linked through SAGE coursepacks) that includes insights from Peter G. Northouse and other leadership experts, with corresponding multimedia assessment options that automatically feed to a gradebook A comprehensive Media Guide for the video resources Discussion questions to help launch classroom interaction SAGE journal articles to show how scholarship relates to chapter concepts Editable, chapter-specific PowerPoint® slides that offer flexibility when creating multimedia lectures Sample course syllabi with suggested models for structuring a leadership course Lecture notes that summarize key concepts for each chapter Ideas for class activities that can be used in class to reinforce active learning Web exercises that direct students to useful websites to complete creative activities and reinforce learning Suggested films to facilitate showing examples of leadership in action Case notes that include case summaries, analyses, and sample answers to case questions The Reflection and Action Worksheets and Observational Exercises from the text in downloadable Word document format for more flexibility in using these resources Tables and figures from the textbook SAGE edge for students at edge.sagepub.com/northouseintro4e enhances learning in an easy-to-use environment that offers, for each chapter, learning objectives, action plans to track progress, mobile-friendly flashcards and practice quizzes, SAGE Premium Video featuring author Peter G. Northouse, additional multimedia resources, and selected SAGE 18 journal articles to strengthen learning. Interactive eBook An interactive eBook version of the text is available for students to provide a contemporary, multimedia-integrated presentation for learning. In addition to a fully electronic textbook, students can link directly to “Ask the Author” video, audio, additional enrichment readings from SAGE journals titles, and other relevant resources, bringing the subject matter to life in a way a traditional print text cannot. The interactive eBook features exclusive Interactive Leadership Assessments to help students strengthen their leadership abilities by providing them with individualized feedback based on their responses to each questionnaire. After completing each questionnaire, a student using the interactive eBook will receive an in-depth analysis of her or his scores as well as personalized, pragmatic suggestions for further developing her or his leadership. You can find the eBook icons in the print and electronic versions of the text. Below is a guide to the icons: “Ask the Author” video icon SAGE journal article icon Video icon 19 Web icon Acknowledgments I would like to express my appreciation to many individuals who directly or indirectly played a role in the development of this book. First, I would like to thank the many people at SAGE Publications, in particular my editor, Maggie Stanley, who along with her leadership team (Liz Thornton, Lauren Holmes, Neda Dallal, Katie Ancheta, Ashlee Blunk, Georgia Mclaughlin, and Gail Buschman) has competently guided this revision from the beginning review phase through the production phase. In addition, I would like to thank copy editor Melinda Masson and production editor Libby Larson. In their own unique ways, each of these people made valuable contributions that enhanced the overall quality of the book. Collectively, they are an extraordinary team that demonstrates the very highest standards of excellence in all that they do. For their thoughtful and constructive feedback on this latest edition, I would like to thank the following reviewers: Jens Beyer, Hochschule Anhalt Standort Bernburg Carl Blencke, University of Central Florida Roger Clark, NWN Corporation Dan Cunningham, McDaniel College D. Keith Gurley, University of Alabama at Birmingham Sat Ananda Hayden, University of Southern Mississippi Sharon Kabes, Southwest Minnesota State University Lorin Leone, Independence University Douglas Micklich, Illinois State University Bryan Patterson, Johnson C. Smith University, Northeastern University Robert W. Robertson, Independence University Lou L. Sabina, Stetson University Stephanie Schnurr, University of Warwick Douglas Threet, Foothill College Simone Wesner, Birkbeck, University of London Paula White, Independence University Cecilia Williams, Independence University 20 For comprehensive reviews of past editions, I would like to thank the following reviewers: Maureen Baldwin, Saint Ambrose University Barry L. Boyd, Texas A&M University Susan Bramlett Epps, East Tennessee State University Linda L. Brennan, Mercer University Shannon Brown, Benedictine University Lisa Burgoon, University of Illinois at Urbana-Champaign Tom Butkiewicz, University of Redlands Patricia Cane, Klamath Community College Stephen C. Carlson, Piedmont College Melissa K. Carsten, Winthrop Unive ...
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Tutor Answer

TiffanyB
School: Purdue University

All finished up! Let me know if you have any questions! :)

Running head: LEADERSHIP EXERCISES

1

Leadership Exercises: Chapter 6
Firstname Lastname
School

LEADERSHIP EXERCISES

2
Leadership Exercises

The following leadership exercises are from Chapter 6 of the text Introduction to
Leadership and discuss three broad types of leadership skills: administrative, interpersonal, and
conceptual. Further, they compare and contrast these styles based upon real-world examples and
personal reflection.
6.2 Leadership Skills Questionnaire
Administrative Skill: 22
Interpersonal Skill: 17
Conceptual Skill: 22
According to the text, my administrative skill score is in the high range, as is my
conceptual skill score; however, my interpersonal skill score is in the moderate range.
6.3 Observational Exercise
Leader: Teacher
Administrative Skills
Managing People: Weak
Managing Resources: Good
Showing Technical Competence: Good
Interpersonal Skills
Being socially perceptive: Good
Showing emotional intelligence: Very Good
Managing conflict: Good
Conceptual Skills
Problem solving: Good
Strategic planning: Good
Creating vision: Good

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