Description
The purpose of this assignment is to allow the students to become familiar with and practice the measurement of Net Present Value (NPV), payback, and Weighted Average Cost of Capital (WACC) using Microsoft® Excel®.
Assignment Steps
Resources: Microsoft® Excel®, Capital Budgeting Decision Models Template
Calculate the following problems using Microsoft® Excel®:
- Calculate the NPV for each project and determine which project should be accepted.
Project A | Project B | Project C | Project D | |
Inital Outlay | (105,000.000) | (99,000.00) | (110,000.00) | (85,000.00) |
Inflow year 1 | 53,000.00 | 51,000.00 | 25,000.00 | 45,000.00 |
Inflow year 2 | 50,000.00 | 47,000.00 | 55,000.00 | 50,000.00 |
Inflow year 3 | 48,000.00 | 41,000.00 | 15,000.00 | 30,000.00 |
Inflow year 4 | 30,000.00 | 52,000.00 | 21,000.00 | 62,000.00 |
Inflow year 5 | 35,000.00 | 40,000.00 | 35,000.00 | 68,000.00 |
Rate | 7% | 10% | 13% | 18% |
- Your company is considering three independent projects. Given the following cash flow information, calculate the payback period for each. If your company requires a three-year payback before an investment can be accepted, which project(s) would be accepted?
Project D | Project E | Project F | |
Cost | 205,000.00 | 179,000.00 | 110,000.00 |
Inflow year 1 | 53,000.00 | 51,000.00 | 25,000.00 |
Inflow year 2 | 50,000.00 | 87,000.00 | 55,000.00 |
Inflow year 3 | 48,000.00 | 41,000.00 | 21,000.00 |
Inflow year 4 | 30,000.00 | 52,000.00 | 9,000.00 |
Inflow year 5 | 24,000.00 | 40,000.00 | 35,000.00 |
- Using market value and book value (separately), find the adjusted WACC, using 30% tax rate.
Component | Balance Sheet Value | Market Value | Cost of Capital |
Debt | 5,000,000.00 | 6,850,000.00 | 8% |
Preferred Stock | 4,000,000.00 | 2,200,00.00 | 10% |
Common Stock | 2,000,000.00 | 5,600,000.00 | 13% |
Unformatted Attachment Preview
Instructions
1. You have three problems - one on each tab of this Excel file.
2. Please show your work in the cells. Use Excel formulas instead of writing the values/answers directly in the cell.
The instructor will then know where you made a mistake and provide you valuable feedback and partial credit (if
3. It is recommended to watch the assigned videos in week # 4.
Total Points: 10
e feedback and partial credit (if appropriate).
Calculate the NPV for each project and determine which project should be accepted.
Initial Outlay
Inflow year 1
Inflow year 2
Inflow year 3
Inflow year 4
Inflow year 5
Rate
NPV =
Project A
(105,000.00)
53,000.00
50,000.00
48,000.00
30,000.00
35,000.00
7%
Answer:
Project B
(99,000.00)
51,000.00
47,000.00
41,000.00
52,000.00
40,000.00
10%
Project C
(110,000.00)
25,000.00
55,000.00
15,000.00
21,000.00
35,000.00
13%
Project D
(85,000.00)
45,000.00
50,000.00
30,000.00
62,000.00
68,000.00
18%
Your company is considering three independent projects. Given the following cash flow information, calculate the pa
If your company requires a three-year payback before an investment can be accepted, which project(s) would be acce
Cost
Inflow year 1
Inflow year 2
Inflow year 3
Inflow year 4
Inflow year 5
Payback Period
Project D
205,000.00
53,000.00
50,000.00
48,000.00
30,000.00
24,000.00
Answer:
Calculations
Year 1
Year 2
Year 3
Year 4
Year 5
Formulas
Year 1
Year 2
Year 3
Year 4
Year 5
Project E
179,000.00
51,000.00
87,000.00
41,000.00
52,000.00
40,000.00
ng cash flow information, calculate the payback period for each.
accepted, which project(s) would be accepted?
Project F
110,000.00
25,000.00
55,000.00
21,000.00
9,000.00
35,000.00
Using market value and book value (separately), find the adjusted WACC, using 30% tax rate.
Component
Debt
Preferred Stock
Common Stock
Balance Sheet Value
5,000,000.00
4,000,000.00
2,000,000.00
Book Value Weights
Debt
Preferred Stock
Common Stock
Market Value
6,850,000.00
2,200,000.00
5,600,000.00
C, using 30% tax rate.
Cost of Capital
8%
10%
13%
TAX
30%
ANSWER
Market Value Weights
Debt
Preferred Stock
Common Stock
Adjusted WACC
Market Value
Book Value
ANSWER
Adjusted WACC
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They perform requiredtasks, but seldom do more than is asked or expected. Approximately 25%–35% of people are categorized aspragmatist followers.Passive FollowerWith low independent thinking and low active engagement behaviors, passive followers are the opposite ofexemplary followers, looking to the leader to do their thinking for them. They do not carry out theirassignments with enthusiasm and lack initiative and a sense of responsibility. Approximately 5%–10% ofpeople are categorized as passive followers.Source: Based on excerpts from The Power or Followership by Robert E. Kelly, copyright © 1992 byConsultants to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of theKnopf Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reservedFollowership Questionnaire
Instructions: Think of a specific leader–follower situation where you were in the role of follower. For each
statement, please use the scale below to indicate the extent to which the statement describes you and your
behavior in this situation.
1.
Does your work help you fulfill some societal goal or personal
dream that is important to you?
0 1 2 3 4 5 6
2.
Are your personal work goals aligned with the organization’s
priority goals?
0 1 2 3 4 5 6
3.
Are you highly committed to and energized by your work and
organization, giving them your best ideas and performance?
0 1 2 3 4 5 6
4.
Does your enthusiasm also spread to and energize your
coworkers?
0 1 2 3 4 5 6
5.
Instead of waiting for or merely accepting what the leader tells
you, do you personally identify which organizational activities
are most critical for achieving the organization’s priority goals?
0 1 2 3 4 5 6
6.
Do you actively develop a distinctive competence in those
critical activities so that you become more valuable to the
leader and the organization?
0 1 2 3 4 5 6
7.
When starting a new job or assignment, do you promptly
build a record of successes in tasks that are important to the
leader?
0 1 2 3 4 5 6
8.
Can the leader give you a difficult assignment without the
benefit of much supervision, knowing that you will meet your
deadline with highest-quality work and that you will “fill in
the cracks” if need be?
0 1 2 3 4 5 6
9.
Do you take the initiative to seek out and successfully
complete assignments that go above and beyond your job?
0 1 2 3 4 5 6
10. When you are not the leader of a group project, do you still
contribute at a high level, often doing more than your share?
0 1 2 3 4 5 6
476
11.
Do you independently think up and champion new ideas that
will contribute significantly to the leader’s or the
organization’s goals?
0 1 2 3 4 5 6
12.
Do you try to solve the tough problems (technical or
organizational), rather than look to the leader to do it for you?
0 1 2 3 4 5 6
13.
Do you help out other coworkers, making them look good,
even when you don’t get any credit?
0 1 2 3 4 5 6
14.
Do you help the leader or group see both the upside potential
and downside risks of ideas or plans, playing the devil’s
advocate if need be?
0 1 2 3 4 5 6
15.
Do you understand the leader’s needs, goals, and constraints,
and work hard to help meet them?
0 1 2 3 4 5 6
16.
Do you actively and honestly own up to your strengths and
weaknesses rather than put off evaluation?
0 1 2 3 4 5 6
17.
Do you make a habit of internally questioning the wisdom of
the leader’s decision rather than just doing what you are told?
0 1 2 3 4 5 6
18.
When the leader asks you to do something that runs contrary
to your professional or personal preferences, do you say “no”
rather than “yes”?
0 1 2 3 4 5 6
19.
Do you act on your own ethical standards rather than the
leader’s or the group’s standards?
0 1 2 3 4 5 6
20.
Do you assert your views on important issues, even though it
might mean conflict with your group or reprisals from the
leader?
0 1 2 3 4 5 6
Source: Excerpts from The Power of Followership by Robert E. Kelly, copyright © 1992 by Consultants
to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of the Knopf
Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved.
477
Scoring
The Followership Questionnaire measures your style as a follower based on two dimensions of followership:
independent thinking and active engagement. Your responses indicate the degree to which you are an
independent thinker and actively engaged in your follower role. Score the questionnaire by doing the
following. Your scores will classify you as being primarily one of the five styles: exemplary, alienated,
conformist, pragmatist, or passive.
1. Independent Thinking Score: Sum of questions 1, 5, 11, 12, 14, 16, 17, 18, 19, and 20
2. Active Engagement Score: Sum of questions 2, 3, 4, 6, 7, 8, 9, 10, 13, and 15
Exemplary Followership Style: If you scored high (above 40) on both independent thinking
and active engagement, your followership style is categorized as exemplary.
Alienated Followership Style: If you scored high (above 40) on independent thinking and low
(below 20) on active engagement, your followership style is categorized as alienated.
Conformist Followership Style: If you scored low (below 20) on independent thinking and
high (above 40) on active engagement, your followership style is categorized as conformist.
Pragmatist Followership Style: If you scored in the middle range (from 20 to 40) on both
independent thinking and active engagement, your followership style is categorized as
pragmatist.
Passive Followership Style: If you scored low (below 20) on both independent thinking and
active engagement, your followership style is categorized as passive.
Followership Style Independent Thinking Score Active Engagement Score
EXEMPLARY High High
ALIENATED High Low
CONFORMIST Low High
PRAGMATIST Middling Middling
PASSIVE Low Low
Source: Adapted from The Power of Followership (pp. 89–98), by R. E. Kelley, 1992, New York, NY:
Doubleday Business. Adapted with permission.
478
Scoring Interpretation
What do the different styles mean? How should you interpret your style? The followership styles
characterize how you carry out the followership role, not who you are as a person. At any point in time, or
under different circumstances, you may use one followership pattern rather than another.
Exemplary Follower
Exemplary followers score high in both independent thinking and active engagement. They exhibit
independent, critical thinking, separate from the group or leader. They are actively engaged, using their
talents for the benefit of the organization, even when confronted with bureaucracy or other noncontributing
members. Up to 35% of people are categorized as exemplary followers.
Alienated Follower
Alienated followers score high in independent thinking but low in active engagement. This means that they
think independently and critically, but are not active in carrying out the role of a follower. They might
disengage from the group at times and may view themselves as victims who have received unfair treatment.
Approximately 15%–25% of people are categorized as alienated followers.
Conformist Follower
Conformist followers often say “yes” when they really want to say “no.” Low in independent thinking and
high in active engagement, they willingly take orders and are eager to please others. They believe that the
leader’s position of power entitles the leader to followers’ obedience. They do not question the social order
and find comfort in structure. Approximately 20%–30% of people are categorized as conformist followers.
Pragmatist Follower
With independent thinking and active engagement styles that fall between high and low, pragmatic
followers are most comfortable in the middle of the road and tend to adhere to a motto of “better safe than
sorry.” They will question a leader’s decisions, but not too often or too openly. They perform required
tasks, but seldom do more than is asked or expected. Approximately 25%–35% of people are categorized as
pragmatist followers.
Passive Follower
With low independent thinking and low active engagement behaviors, passive followers are the opposite of
exemplary followers, looking to the leader to do their thinking for them. They do not carry out their
assignments with enthusiasm and lack initiative and a sense of responsibility. Approximately 5%–10% of
people are categorized as passive followers.
Source: Based on excerpts from The Power or Followership by Robert E. Kelly, copyright © 1992 by
Consultants to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of the
Knopf Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reservedFollowership QuestionnaireInstructions: Think of a specific leader–follower situation where you were in the role of follower. For eachstatement, please use the scale below to indicate the extent to which the statement describes you and yourbehavior in this situation.1.Does your work help you fulfill some societal goal or personaldream that is important to you?0 1 2 3 4 5 62.Are your personal work goals aligned with the organization’spriority goals?0 1 2 3 4 5 63.Are you highly committed to and energized by your work andorganization, giving them your best ideas and performance?0 1 2 3 4 5 64.Does your enthusiasm also spread to and energize yourcoworkers?0 1 2 3 4 5 65.Instead of waiting for or merely accepting what the leader tellsyou, do you personally identify which organizational activitiesare most critical for achieving the organization’s priority goals?0 1 2 3 4 5 66.Do you actively develop a distinctive competence in thosecritical activities so that you become more valuable to theleader and the organization?0 1 2 3 4 5 67.When starting a new job or assignment, do you promptlybuild a record of successes in tasks that are important to theleader?0 1 2 3 4 5 68.Can the leader give you a difficult assignment without thebenefit of much supervision, knowing that you will meet yourdeadline with highest-quality work and that you will “fill inthe cracks” if need be?0 1 2 3 4 5 69.Do you take the initiative to seek out and successfullycomplete assignments that go above and beyond your job?0 1 2 3 4 5 610. When you are not the leader of a group project, do you stillcontribute at a high level, often doing more than your share?0 1 2 3 4 5 647611.Do you independently think up and champion new ideas thatwill contribute significantly to the leader’s or theorganization’s goals?0 1 2 3 4 5 612.Do you try to solve the tough problems (technical ororganizational), rather than look to the leader to do it for you?0 1 2 3 4 5 613.Do you help out other coworkers, making them look good,even when you don’t get any credit?0 1 2 3 4 5 614.Do you help the leader or group see both the upside potentialand downside risks of ideas or plans, playing the devil’sadvocate if need be?0 1 2 3 4 5 615.Do you understand the leader’s needs, goals, and constraints,and work hard to help meet them?0 1 2 3 4 5 616.Do you actively and honestly own up to your strengths andweaknesses rather than put off evaluation?0 1 2 3 4 5 617.Do you make a habit of internally questioning the wisdom ofthe leader’s decision rather than just doing what you are told?0 1 2 3 4 5 618.When the leader asks you to do something that runs contraryto your professional or personal preferences, do you say “no”rather than “yes”?0 1 2 3 4 5 619.Do you act on your own ethical standards rather than theleader’s or the group’s standards?0 1 2 3 4 5 620.Do you assert your views on important issues, even though itmight mean conflict with your group or reprisals from theleader?0 1 2 3 4 5 6Source: Excerpts from The Power of Followership by Robert E. Kelly, copyright © 1992 by Consultantsto Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of the KnopfDoubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved.477ScoringThe Followership Questionnaire measures your style as a follower based on two dimensions of followership:independent thinking and active engagement. Your responses indicate the degree to which you are anindependent thinker and actively engaged in your follower role. Score the questionnaire by doing thefollowing. Your scores will classify you as being primarily one of the five styles: exemplary, alienated,conformist, pragmatist, or passive.1. Independent Thinking Score: Sum of questions 1, 5, 11, 12, 14, 16, 17, 18, 19, and 202. Active Engagement Score: Sum of questions 2, 3, 4, 6, 7, 8, 9, 10, 13, and 15Exemplary Followership Style: If you scored high (above 40) on both independent thinkingand active engagement, your followership style is categorized as exemplary.Alienated Followership Style: If you scored high (above 40) on independent thinking and low(below 20) on active engagement, your followership style is categorized as alienated.Conformist Followership Style: If you scored low (below 20) on independent thinking andhigh (above 40) on active engagement, your followership style is categorized as conformist.Pragmatist Followership Style: If you scored in the middle range (from 20 to 40) on bothindependent thinking and active engagement, your followership style is categorized aspragmatist.Passive Followership Style: If you scored low (below 20) on both independent thinking andactive engagement, your followership style is categorized as passive.Followership Style Independent Thinking Score Active Engagement ScoreEXEMPLARY High HighALIENATED High LowCONFORMIST Low HighPRAGMATIST Middling MiddlingPASSIVE Low LowSource: Adapted from The Power of Followership (pp. 89–98), by R. E. Kelley, 1992, New York, NY:Doubleday Business. Adapted with permission.478Scoring InterpretationWhat do the different styles mean? How should you interpret your style? The followership stylescharacterize how you carry out the followership role, not who you are as a person. At any point in time, orunder different circumstances, you may use one followership pattern rather than another.Exemplary FollowerExemplary followers score high in both independent thinking and active engagement. They exhibitindependent, critical thinking, separate from the group or leader. They are actively engaged, using theirtalents for the benefit of the organization, even when confronted with bureaucracy or other noncontributingmembers. Up to 35% of people are categorized as exemplary followers.Alienated FollowerAlienated followers score high in independent thinking but low in active engagement. This means that theythink independently and critically, but are not active in carrying out the role of a follower. They mightdisengage from the group at times and may view themselves as victims who have received unfair treatment.Approximately 15%–25% of people are categorized as alienated followers.Conformist FollowerConformist followers often say “yes” when they really want to say “no.” Low in independent thinking andhigh in active engagement, they willingly take orders and are eager to please others. They believe that theleader’s position of power entitles the leader to followers’ obedience. They do not question the social orderand find comfort in structure. Approximately 20%–30% of people are categorized as conformist followers.Pragmatist FollowerWith independent thinking and active engagement styles that fall between high and low, pragmaticfollowers are most comfortable in the middle of the road and tend to adhere to a motto of “better safe thansorry.” They will question a leader’s decisions, but not too often or too openly. They perform requiredtasks, but seldom do more than is asked or expected. Approximately 25%–35% of people are categorized aspragmatist followers.Passive FollowerWith low independent thinking and low active engagement behaviors, passive followers are the opposite ofexemplary followers, looking to the leader to do their thinking for them. They do not carry out theirassignments with enthusiasm and lack initiative and a sense of responsibility. Approximately 5%–10% ofpeople are categorized as passive followers.Source: Based on excerpts from The Power or Followership by Robert E. Kelly, copyright © 1992 byConsultants to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of theKnopf Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reservedFor each Leadership Profile, you will complete the assigned questionnaires, report the data collected, reflect on your strengths and weaknesses, and then create an action plan for applying this information. Each Leadership Profile must be at least 300 words and contain at least 1 citation. Your work should be formatted to comply with APA standards and should integrate concepts from leadership theories where appropriate.1. Complete the following questionnaires found in the Northouse textbook. Followership Questionnaire (p. 326–329). Collaborative Team Excellence & Collaborative Team Leader Questionnaire (p. 397), 2. Report your results on these questionnaires. 3. Discuss and reflect on the results integrating resources on leadership and using APA formattingFollowership Questionnaire Followership QuestionnaireInstructions: Think of a specific leader–follower situation where you were in the role of follower. For eachstatement, please use the scale below to indicate the extent to which the statement describes you and yourbehavior in this situation.1.Does your work help you fulfill some societal goal or personaldream that is important to you?0 1 2 3 4 5 62.Are your personal work goals aligned with the organization’spriority goals?0 1 2 3 4 5 63.Are you highly committed to and energized by your work andorganization, giving them your best ideas and performance?0 1 2 3 4 5 64.Does your enthusiasm also spread to and energize yourcoworkers?0 1 2 3 4 5 65.Instead of waiting for or merely accepting what the leader tellsyou, do you personally identify which organizational activitiesare most critical for achieving the organization’s priority goals?0 1 2 3 4 5 66.Do you actively develop a distinctive competence in thosecritical activities so that you become more valuable to theleader and the organization?0 1 2 3 4 5 67.When starting a new job or assignment, do you promptlybuild a record of successes in tasks that are important to theleader?0 1 2 3 4 5 68.Can the leader give you a difficult assignment without thebenefit of much supervision, knowing that you will meet yourdeadline with highest-quality work and that you will “fill inthe cracks” if need be?0 1 2 3 4 5 69.Do you take the initiative to seek out and successfullycomplete assignments that go above and beyond your job?0 1 2 3 4 5 610. When you are not the leader of a group project, do you stillcontribute at a high level, often doing more than your share?0 1 2 3 4 5 647611.Do you independently think up and champion new ideas thatwill contribute significantly to the leader’s or theorganization’s goals?0 1 2 3 4 5 612.Do you try to solve the tough problems (technical ororganizational), rather than look to the leader to do it for you?0 1 2 3 4 5 613.Do you help out other coworkers, making them look good,even when you don’t get any credit?0 1 2 3 4 5 614.Do you help the leader or group see both the upside potentialand downside risks of ideas or plans, playing the devil’sadvocate if need be?0 1 2 3 4 5 615.Do you understand the leader’s needs, goals, and constraints,and work hard to help meet them?0 1 2 3 4 5 616.Do you actively and honestly own up to your strengths andweaknesses rather than put off evaluation?0 1 2 3 4 5 617.Do you make a habit of internally questioning the wisdom ofthe leader’s decision rather than just doing what you are told?0 1 2 3 4 5 618.When the leader asks you to do something that runs contraryto your professional or personal preferences, do you say “no”rather than “yes”?0 1 2 3 4 5 619.Do you act on your own ethical standards rather than theleader’s or the group’s standards?0 1 2 3 4 5 620.Do you assert your views on important issues, even though itmight mean conflict with your group or reprisals from theleader?0 1 2 3 4 5 6Source: Excerpts from The Power of Followership by Robert E. Kelly, copyright © 1992 by Consultantsto Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of the KnopfDoubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved.477ScoringThe Followership Questionnaire measures your style as a follower based on two dimensions of followership:independent thinking and active engagement. Your responses indicate the degree to which you are anindependent thinker and actively engaged in your follower role. Score the questionnaire by doing thefollowing. Your scores will classify you as being primarily one of the five styles: exemplary, alienated,conformist, pragmatist, or passive.1. Independent Thinking Score: Sum of questions 1, 5, 11, 12, 14, 16, 17, 18, 19, and 202. Active Engagement Score: Sum of questions 2, 3, 4, 6, 7, 8, 9, 10, 13, and 15Exemplary Followership Style: If you scored high (above 40) on both independent thinkingand active engagement, your followership style is categorized as exemplary.Alienated Followership Style: If you scored high (above 40) on independent thinking and low(below 20) on active engagement, your followership style is categorized as alienated.Conformist Followership Style: If you scored low (below 20) on independent thinking andhigh (above 40) on active engagement, your followership style is categorized as conformist.Pragmatist Followership Style: If you scored in the middle range (from 20 to 40) on bothindependent thinking and active engagement, your followership style is categorized aspragmatist.Passive Followership Style: If you scored low (below 20) on both independent thinking andactive engagement, your followership style is categorized as passive.Followership Style Independent Thinking Score Active Engagement ScoreEXEMPLARY High HighALIENATED High LowCONFORMIST Low HighPRAGMATIST Middling MiddlingPASSIVE Low LowSource: Adapted from The Power of Followership (pp. 89–98), by R. E. Kelley, 1992, New York, NY:Doubleday Business. Adapted with permission.478Scoring InterpretationWhat do the different styles mean? How should you interpret your style? The followership stylescharacterize how you carry out the followership role, not who you are as a person. At any point in time, orunder different circumstances, you may use one followership pattern rather than another.Exemplary FollowerExemplary followers score high in both independent thinking and active engagement. They exhibitindependent, critical thinking, separate from the group or leader. They are actively engaged, using theirtalents for the benefit of the organization, even when confronted with bureaucracy or other noncontributingmembers. Up to 35% of people are categorized as exemplary followers.Alienated FollowerAlienated followers score high in independent thinking but low in active engagement. This means that theythink independently and critically, but are not active in carrying out the role of a follower. They mightdisengage from the group at times and may view themselves as victims who have received unfair treatment.Approximately 15%–25% of people are categorized as alienated followers.Conformist FollowerConformist followers often say “yes” when they really want to say “no.” Low in independent thinking andhigh in active engagement, they willingly take orders and are eager to please others. They believe that theleader’s position of power entitles the leader to followers’ obedience. They do not question the social orderand find comfort in structure. Approximately 20%–30% of people are categorized as conformist followers.Pragmatist FollowerWith independent thinking and active engagement styles that fall between high and low, pragmaticfollowers are most comfortable in the middle of the road and tend to adhere to a motto of “better safe thansorry.” They will question a leader’s decisions, but not too often or too openly. They perform requiredtasks, but seldom do more than is asked or expected. Approximately 25%–35% of people are categorized aspragmatist followers.Passive FollowerWith low independent thinking and low active engagement behaviors, passive followers are the opposite ofexemplary followers, looking to the leader to do their thinking for them. They do not carry out theirassignments with enthusiasm and lack initiative and a sense of responsibility. Approximately 5%–10% ofpeople are categorized as passive followers.Source: Based on excerpts from The Power or Followership by Robert E. Kelly, copyright © 1992 byConsultants to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of theKnopf Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved
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Financial Accounting Hormel Foods 2019 2020 Annual Report Case Study
InstructionsPlease download Hormel Foods 2019 & 2020 Annual Report and respond to the following questions:What date(s) is ...
Financial Accounting Hormel Foods 2019 2020 Annual Report Case Study
InstructionsPlease download Hormel Foods 2019 & 2020 Annual Report and respond to the following questions:What date(s) is the company’s year end for 2019 & 2020?When does the company recognize a sale?What accounts for the difference between gross sales and net sales for the company? Please explain what these differences mean.Please calculate the company’s a) receivables turnover, and b) average collection period for the current (2020) fiscal year and the previous two (2) fiscal year ends. Has it improved or worsened over that time period?Select the two best major competitors of Hormel Foods, explain why you chose these two companies, and calculate their a) receivables turnover, and b) average collection period for the current (2020) fiscal year and the previous two (2) fiscal years. How does Hormel compare in these categories to the 2 competitors that you selected? Please explain.Does the company use sales or accounts receivable to estimate their allowance for doubtful accounts? Please explain.What inventory method does the company use to value inventory?Please calculate the company’s a) inventory turnover, and b) days inventory on hand for the current (2020) fiscal year and the previous two (2) fiscal year ends. Has it improved or worsened over that time period?Using the two major competitors that you selected in #5 above, calculate their a) inventory turnover, and b) days inventory on hand for the current (2020) fiscal year and the previous two (2) fiscal years. How does Hormel compare in these categories to the 2 competitors that you selected? Please explain.What method(s) of depreciation is used to depreciate Property, Plant & Equipment? Identify the categories of Property, Plant & Equipment and state their estimated useful lives.Please calculate Hormel’s return on assets for the 2020 fiscal year and the previous two (2) fiscal years. Has it improved or worsened over that time period?Using the two major competitors that you selected in #5 above, calculate their return on assets for the 2020 fiscal year and the previous two (2) fiscal years. How does Hormel compare in this category to the 2 competitors that you selected? Please explain.Please examine Hormel’s long-term liabilities. What makes up the largest item in this category?Please calculate Hormel’s times interest earned for fiscal year 2020 and the previous two (2) years. Has it improved or worsened over that time period?Using the two major competitors that you selected in #5 above, calculate their times interest earned for the current (2020) fiscal year and the previous two (2) fiscal years. How does Hormel compare in these categories to the 2 competitors that you selected? Please explain.What is their par value of Common Stock?How many shares of Common Stock are authorized and issued as of the end of the 2020 fiscal year? What are the major categories of risk that were identified by the Company in the annual report?What was the current price per share of the Company’s common stock as of the end of the 2020 fiscal year?How much was paid per share in dividends for the 2020 fiscal year?What was the cash flow provided by operations for the fiscal year 2020? What does this mean and how does it compare to the previous 2 years? In your estimation, was 2020 a “good year” or “bad year” from an operational cash flow standpoint? Please explain.How much cash flow was provided by investing activities for fiscal year 2020? What was the largest positive cash flow in this category? What was the largest negative cash flow in this category? How much cash flow was provided by financing activities for fiscal year 2020? What was the largest positive cash flow in this category? What was the largest negative cash flow in this category? Please explain what the Company was trying to accomplish in this category.This is your opportunity to present a comprehensive analysis of your financial examination of Hormel Foods. Please explain in detail if you feel the Company had a “good” or “bad” year from a financial perspective in fiscal year 2020. Also, please explain in detail what you feel the prospects are for the future of this Company? To support your argument, please research and present current events that have occurred since the end of the 2020 fiscal year, and their impact on the Company’s financial performance.Edit Order
AH 531 Grantham University Warren Buffet Value Analytical Review
Investment guru Warren Buffet is one of the largest investors in The Coca Cola Company. He originally became interested in ...
AH 531 Grantham University Warren Buffet Value Analytical Review
Investment guru Warren Buffet is one of the largest investors in The Coca Cola Company. He originally became interested in the soft drink company because he believed other investors were undervaluing the company. Mr. Buffet uses EVA as one of the primary tools to value companies. He believes that the true value of a company is determined by the ability of a company to earn cash returns in excess of the company’s cost of capital.When Mr. Buffet analyzed Coke’s bottling companies he found a business that required very significant amounts of capital, the cost of which was barely being covered by the cash flows being generated by bottling operations – low EVA. The remaining elements of Coke’s business involved brand management, product development, licensing, and several related areas. These operations required modest amounts of capital, but produced huge amounts of free cash flow – high EVA. This EVA analysis suggested that Coke would likely demand a higher valuation without the bottling operations. Mr. Buffet convinced Coke to form a separate company, Coca Cola Enterprises, to force investors to make two separate evaluations. The result was dramatic. The market valued these two separate companies much differently than when they were combined. The Coca Cola Company without the bottling organization was worth more than with the bottling organization.The objective of your Final Project is to identify a company that might be worth much more if it were broken into pieces and valued (using EVA) separately. The rationale for this difference can perhaps be explained by the difficult investors have valuing companies with multiple business units and/or accepting the insights of EVA analysis.In addition to identifying a candidate for a breakup, your Final Project Report should include an EVA analysis of the combined company as well as the individual elements you recommend would be valued higher if they were separate. Also be sure to describe strategic advantages that could be gained from a breakup that are not rationalized only by EVA analysis. So, the rationale for your company selection should be based both strategic advantage and financial analysis.DeliverablesThe final report for your Final Project should not be less than 3,000 words and formatted in MS Word using a 12 pt. Times New Roman. Your report should be idea-driven, but researched based, so be sure to include research citations in your final report as appropriate. In addition to a brief executive summary, your Final Report can have any number and type of sections
Bloomsburg University Formative Influence of Mass Media on American Culture Paper
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Bloomsburg University Formative Influence of Mass Media on American Culture Paper
Select and complete one of the following assignment options to explain the formative influence of mass media on American culture.Option AWrite a 350- to 700-word summary in which you answer the following questions:What were the major developments in the evolution of mass media during the last century?How did each development influence American culture?What is meant by the term media convergence, and how has it affected everyday life?Submit your assignment to the Assignment Files tab.Option BChoose three cultural products you have viewed, read, or otherwise interacted that are examples of distinct forms of mass media.Write a 350- to 700-word summary that describes your three selected cultural products.Include a discussion of the following questions:In what ways did your examples shape, change, or reinforce your own cultural values?In what ways do you think they shape, change, or reinforce the cultural values of our society, in general?What is media literacy and why is it important?
Moraine Valley Community College Kotters Eight Step Change Model Discussion
- 200 wordsRead about John Kotter’s eight-step method for implementing change on the webpage 8 Step Process (Links to an ...
Moraine Valley Community College Kotters Eight Step Change Model Discussion
- 200 wordsRead about John Kotter’s eight-step method for implementing change on the webpage 8 Step Process (Links to an external site.). Pay attention to the material offered about principles versus rules.As a matter of course, we all encounter rules that govern our actions in our business environment. We are accustomed to rules and more or less follow them and seldom seriously question them. Following rules provides stability and predictability; however, rules can potentially stifle innovation. When, for example, core competencies become core rigidities, innovation halts and stagnation flourishes.After retrieving and reading the information about the eight-step method and reading the information in the assigned textbook (emphasis on the material about principles versus rules), do the following:Assess Kotter’s proposed method as principles used to guide actions. Is Kotter’s method flexible enough to develop effective change management procedures across several cultures or is it specific to the point that there seems to be only one way to manage change? For example, is there only one way to create a sense of urgency?Estimate the level of effort it might take to transition from a rules-based environment to a principle-informing-rules environment. What are two major obstacles that might be encountered?Offer a link to a video or an article that provides additional information about principles informing rules, as well as effective change management procedures.
Liberty University Leadership Profile and Collaborative Team Leader Worksheetheet
Followership QuestionnaireInstructions: Think of a specific leader–follower situation where you were in the role of foll ...
Liberty University Leadership Profile and Collaborative Team Leader Worksheetheet
Followership QuestionnaireInstructions: Think of a specific leader–follower situation where you were in the role of follower. For eachstatement, please use the scale below to indicate the extent to which the statement describes you and yourbehavior in this situation.1.Does your work help you fulfill some societal goal or personaldream that is important to you?0 1 2 3 4 5 62.Are your personal work goals aligned with the organization’spriority goals?0 1 2 3 4 5 63.Are you highly committed to and energized by your work andorganization, giving them your best ideas and performance?0 1 2 3 4 5 64.Does your enthusiasm also spread to and energize yourcoworkers?0 1 2 3 4 5 65.Instead of waiting for or merely accepting what the leader tellsyou, do you personally identify which organizational activitiesare most critical for achieving the organization’s priority goals?0 1 2 3 4 5 66.Do you actively develop a distinctive competence in thosecritical activities so that you become more valuable to theleader and the organization?0 1 2 3 4 5 67.When starting a new job or assignment, do you promptlybuild a record of successes in tasks that are important to theleader?0 1 2 3 4 5 68.Can the leader give you a difficult assignment without thebenefit of much supervision, knowing that you will meet yourdeadline with highest-quality work and that you will “fill inthe cracks” if need be?0 1 2 3 4 5 69.Do you take the initiative to seek out and successfullycomplete assignments that go above and beyond your job?0 1 2 3 4 5 610. When you are not the leader of a group project, do you stillcontribute at a high level, often doing more than your share?0 1 2 3 4 5 647611.Do you independently think up and champion new ideas thatwill contribute significantly to the leader’s or theorganization’s goals?0 1 2 3 4 5 612.Do you try to solve the tough problems (technical ororganizational), rather than look to the leader to do it for you?0 1 2 3 4 5 613.Do you help out other coworkers, making them look good,even when you don’t get any credit?0 1 2 3 4 5 614.Do you help the leader or group see both the upside potentialand downside risks of ideas or plans, playing the devil’sadvocate if need be?0 1 2 3 4 5 615.Do you understand the leader’s needs, goals, and constraints,and work hard to help meet them?0 1 2 3 4 5 616.Do you actively and honestly own up to your strengths andweaknesses rather than put off evaluation?0 1 2 3 4 5 617.Do you make a habit of internally questioning the wisdom ofthe leader’s decision rather than just doing what you are told?0 1 2 3 4 5 618.When the leader asks you to do something that runs contraryto your professional or personal preferences, do you say “no”rather than “yes”?0 1 2 3 4 5 619.Do you act on your own ethical standards rather than theleader’s or the group’s standards?0 1 2 3 4 5 620.Do you assert your views on important issues, even though itmight mean conflict with your group or reprisals from theleader?0 1 2 3 4 5 6Source: Excerpts from The Power of Followership by Robert E. Kelly, copyright © 1992 by Consultantsto Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of the KnopfDoubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved.477ScoringThe Followership Questionnaire measures your style as a follower based on two dimensions of followership:independent thinking and active engagement. Your responses indicate the degree to which you are anindependent thinker and actively engaged in your follower role. Score the questionnaire by doing thefollowing. Your scores will classify you as being primarily one of the five styles: exemplary, alienated,conformist, pragmatist, or passive.1. Independent Thinking Score: Sum of questions 1, 5, 11, 12, 14, 16, 17, 18, 19, and 202. Active Engagement Score: Sum of questions 2, 3, 4, 6, 7, 8, 9, 10, 13, and 15Exemplary Followership Style: If you scored high (above 40) on both independent thinkingand active engagement, your followership style is categorized as exemplary.Alienated Followership Style: If you scored high (above 40) on independent thinking and low(below 20) on active engagement, your followership style is categorized as alienated.Conformist Followership Style: If you scored low (below 20) on independent thinking andhigh (above 40) on active engagement, your followership style is categorized as conformist.Pragmatist Followership Style: If you scored in the middle range (from 20 to 40) on bothindependent thinking and active engagement, your followership style is categorized aspragmatist.Passive Followership Style: If you scored low (below 20) on both independent thinking andactive engagement, your followership style is categorized as passive.Followership Style Independent Thinking Score Active Engagement ScoreEXEMPLARY High HighALIENATED High LowCONFORMIST Low HighPRAGMATIST Middling MiddlingPASSIVE Low LowSource: Adapted from The Power of Followership (pp. 89–98), by R. E. Kelley, 1992, New York, NY:Doubleday Business. Adapted with permission.478Scoring InterpretationWhat do the different styles mean? How should you interpret your style? The followership stylescharacterize how you carry out the followership role, not who you are as a person. At any point in time, orunder different circumstances, you may use one followership pattern rather than another.Exemplary FollowerExemplary followers score high in both independent thinking and active engagement. They exhibitindependent, critical thinking, separate from the group or leader. They are actively engaged, using theirtalents for the benefit of the organization, even when confronted with bureaucracy or other noncontributingmembers. Up to 35% of people are categorized as exemplary followers.Alienated FollowerAlienated followers score high in independent thinking but low in active engagement. This means that theythink independently and critically, but are not active in carrying out the role of a follower. They mightdisengage from the group at times and may view themselves as victims who have received unfair treatment.Approximately 15%–25% of people are categorized as alienated followers.Conformist FollowerConformist followers often say “yes” when they really want to say “no.” Low in independent thinking andhigh in active engagement, they willingly take orders and are eager to please others. They believe that theleader’s position of power entitles the leader to followers’ obedience. They do not question the social orderand find comfort in structure. Approximately 20%–30% of people are categorized as conformist followers.Pragmatist FollowerWith independent thinking and active engagement styles that fall between high and low, pragmaticfollowers are most comfortable in the middle of the road and tend to adhere to a motto of “better safe thansorry.” They will question a leader’s decisions, but not too often or too openly. They perform requiredtasks, but seldom do more than is asked or expected. Approximately 25%–35% of people are categorized aspragmatist followers.Passive FollowerWith low independent thinking and low active engagement behaviors, passive followers are the opposite ofexemplary followers, looking to the leader to do their thinking for them. They do not carry out theirassignments with enthusiasm and lack initiative and a sense of responsibility. Approximately 5%–10% ofpeople are categorized as passive followers.Source: Based on excerpts from The Power or Followership by Robert E. Kelly, copyright © 1992 byConsultants to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of theKnopf Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reservedFollowership Questionnaire
Instructions: Think of a specific leader–follower situation where you were in the role of follower. For each
statement, please use the scale below to indicate the extent to which the statement describes you and your
behavior in this situation.
1.
Does your work help you fulfill some societal goal or personal
dream that is important to you?
0 1 2 3 4 5 6
2.
Are your personal work goals aligned with the organization’s
priority goals?
0 1 2 3 4 5 6
3.
Are you highly committed to and energized by your work and
organization, giving them your best ideas and performance?
0 1 2 3 4 5 6
4.
Does your enthusiasm also spread to and energize your
coworkers?
0 1 2 3 4 5 6
5.
Instead of waiting for or merely accepting what the leader tells
you, do you personally identify which organizational activities
are most critical for achieving the organization’s priority goals?
0 1 2 3 4 5 6
6.
Do you actively develop a distinctive competence in those
critical activities so that you become more valuable to the
leader and the organization?
0 1 2 3 4 5 6
7.
When starting a new job or assignment, do you promptly
build a record of successes in tasks that are important to the
leader?
0 1 2 3 4 5 6
8.
Can the leader give you a difficult assignment without the
benefit of much supervision, knowing that you will meet your
deadline with highest-quality work and that you will “fill in
the cracks” if need be?
0 1 2 3 4 5 6
9.
Do you take the initiative to seek out and successfully
complete assignments that go above and beyond your job?
0 1 2 3 4 5 6
10. When you are not the leader of a group project, do you still
contribute at a high level, often doing more than your share?
0 1 2 3 4 5 6
476
11.
Do you independently think up and champion new ideas that
will contribute significantly to the leader’s or the
organization’s goals?
0 1 2 3 4 5 6
12.
Do you try to solve the tough problems (technical or
organizational), rather than look to the leader to do it for you?
0 1 2 3 4 5 6
13.
Do you help out other coworkers, making them look good,
even when you don’t get any credit?
0 1 2 3 4 5 6
14.
Do you help the leader or group see both the upside potential
and downside risks of ideas or plans, playing the devil’s
advocate if need be?
0 1 2 3 4 5 6
15.
Do you understand the leader’s needs, goals, and constraints,
and work hard to help meet them?
0 1 2 3 4 5 6
16.
Do you actively and honestly own up to your strengths and
weaknesses rather than put off evaluation?
0 1 2 3 4 5 6
17.
Do you make a habit of internally questioning the wisdom of
the leader’s decision rather than just doing what you are told?
0 1 2 3 4 5 6
18.
When the leader asks you to do something that runs contrary
to your professional or personal preferences, do you say “no”
rather than “yes”?
0 1 2 3 4 5 6
19.
Do you act on your own ethical standards rather than the
leader’s or the group’s standards?
0 1 2 3 4 5 6
20.
Do you assert your views on important issues, even though it
might mean conflict with your group or reprisals from the
leader?
0 1 2 3 4 5 6
Source: Excerpts from The Power of Followership by Robert E. Kelly, copyright © 1992 by Consultants
to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of the Knopf
Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved.
477
Scoring
The Followership Questionnaire measures your style as a follower based on two dimensions of followership:
independent thinking and active engagement. Your responses indicate the degree to which you are an
independent thinker and actively engaged in your follower role. Score the questionnaire by doing the
following. Your scores will classify you as being primarily one of the five styles: exemplary, alienated,
conformist, pragmatist, or passive.
1. Independent Thinking Score: Sum of questions 1, 5, 11, 12, 14, 16, 17, 18, 19, and 20
2. Active Engagement Score: Sum of questions 2, 3, 4, 6, 7, 8, 9, 10, 13, and 15
Exemplary Followership Style: If you scored high (above 40) on both independent thinking
and active engagement, your followership style is categorized as exemplary.
Alienated Followership Style: If you scored high (above 40) on independent thinking and low
(below 20) on active engagement, your followership style is categorized as alienated.
Conformist Followership Style: If you scored low (below 20) on independent thinking and
high (above 40) on active engagement, your followership style is categorized as conformist.
Pragmatist Followership Style: If you scored in the middle range (from 20 to 40) on both
independent thinking and active engagement, your followership style is categorized as
pragmatist.
Passive Followership Style: If you scored low (below 20) on both independent thinking and
active engagement, your followership style is categorized as passive.
Followership Style Independent Thinking Score Active Engagement Score
EXEMPLARY High High
ALIENATED High Low
CONFORMIST Low High
PRAGMATIST Middling Middling
PASSIVE Low Low
Source: Adapted from The Power of Followership (pp. 89–98), by R. E. Kelley, 1992, New York, NY:
Doubleday Business. Adapted with permission.
478
Scoring Interpretation
What do the different styles mean? How should you interpret your style? The followership styles
characterize how you carry out the followership role, not who you are as a person. At any point in time, or
under different circumstances, you may use one followership pattern rather than another.
Exemplary Follower
Exemplary followers score high in both independent thinking and active engagement. They exhibit
independent, critical thinking, separate from the group or leader. They are actively engaged, using their
talents for the benefit of the organization, even when confronted with bureaucracy or other noncontributing
members. Up to 35% of people are categorized as exemplary followers.
Alienated Follower
Alienated followers score high in independent thinking but low in active engagement. This means that they
think independently and critically, but are not active in carrying out the role of a follower. They might
disengage from the group at times and may view themselves as victims who have received unfair treatment.
Approximately 15%–25% of people are categorized as alienated followers.
Conformist Follower
Conformist followers often say “yes” when they really want to say “no.” Low in independent thinking and
high in active engagement, they willingly take orders and are eager to please others. They believe that the
leader’s position of power entitles the leader to followers’ obedience. They do not question the social order
and find comfort in structure. Approximately 20%–30% of people are categorized as conformist followers.
Pragmatist Follower
With independent thinking and active engagement styles that fall between high and low, pragmatic
followers are most comfortable in the middle of the road and tend to adhere to a motto of “better safe than
sorry.” They will question a leader’s decisions, but not too often or too openly. They perform required
tasks, but seldom do more than is asked or expected. Approximately 25%–35% of people are categorized as
pragmatist followers.
Passive Follower
With low independent thinking and low active engagement behaviors, passive followers are the opposite of
exemplary followers, looking to the leader to do their thinking for them. They do not carry out their
assignments with enthusiasm and lack initiative and a sense of responsibility. Approximately 5%–10% of
people are categorized as passive followers.
Source: Based on excerpts from The Power or Followership by Robert E. Kelly, copyright © 1992 by
Consultants to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of the
Knopf Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reservedFollowership QuestionnaireInstructions: Think of a specific leader–follower situation where you were in the role of follower. For eachstatement, please use the scale below to indicate the extent to which the statement describes you and yourbehavior in this situation.1.Does your work help you fulfill some societal goal or personaldream that is important to you?0 1 2 3 4 5 62.Are your personal work goals aligned with the organization’spriority goals?0 1 2 3 4 5 63.Are you highly committed to and energized by your work andorganization, giving them your best ideas and performance?0 1 2 3 4 5 64.Does your enthusiasm also spread to and energize yourcoworkers?0 1 2 3 4 5 65.Instead of waiting for or merely accepting what the leader tellsyou, do you personally identify which organizational activitiesare most critical for achieving the organization’s priority goals?0 1 2 3 4 5 66.Do you actively develop a distinctive competence in thosecritical activities so that you become more valuable to theleader and the organization?0 1 2 3 4 5 67.When starting a new job or assignment, do you promptlybuild a record of successes in tasks that are important to theleader?0 1 2 3 4 5 68.Can the leader give you a difficult assignment without thebenefit of much supervision, knowing that you will meet yourdeadline with highest-quality work and that you will “fill inthe cracks” if need be?0 1 2 3 4 5 69.Do you take the initiative to seek out and successfullycomplete assignments that go above and beyond your job?0 1 2 3 4 5 610. When you are not the leader of a group project, do you stillcontribute at a high level, often doing more than your share?0 1 2 3 4 5 647611.Do you independently think up and champion new ideas thatwill contribute significantly to the leader’s or theorganization’s goals?0 1 2 3 4 5 612.Do you try to solve the tough problems (technical ororganizational), rather than look to the leader to do it for you?0 1 2 3 4 5 613.Do you help out other coworkers, making them look good,even when you don’t get any credit?0 1 2 3 4 5 614.Do you help the leader or group see both the upside potentialand downside risks of ideas or plans, playing the devil’sadvocate if need be?0 1 2 3 4 5 615.Do you understand the leader’s needs, goals, and constraints,and work hard to help meet them?0 1 2 3 4 5 616.Do you actively and honestly own up to your strengths andweaknesses rather than put off evaluation?0 1 2 3 4 5 617.Do you make a habit of internally questioning the wisdom ofthe leader’s decision rather than just doing what you are told?0 1 2 3 4 5 618.When the leader asks you to do something that runs contraryto your professional or personal preferences, do you say “no”rather than “yes”?0 1 2 3 4 5 619.Do you act on your own ethical standards rather than theleader’s or the group’s standards?0 1 2 3 4 5 620.Do you assert your views on important issues, even though itmight mean conflict with your group or reprisals from theleader?0 1 2 3 4 5 6Source: Excerpts from The Power of Followership by Robert E. Kelly, copyright © 1992 by Consultantsto Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of the KnopfDoubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved.477ScoringThe Followership Questionnaire measures your style as a follower based on two dimensions of followership:independent thinking and active engagement. Your responses indicate the degree to which you are anindependent thinker and actively engaged in your follower role. Score the questionnaire by doing thefollowing. Your scores will classify you as being primarily one of the five styles: exemplary, alienated,conformist, pragmatist, or passive.1. Independent Thinking Score: Sum of questions 1, 5, 11, 12, 14, 16, 17, 18, 19, and 202. Active Engagement Score: Sum of questions 2, 3, 4, 6, 7, 8, 9, 10, 13, and 15Exemplary Followership Style: If you scored high (above 40) on both independent thinkingand active engagement, your followership style is categorized as exemplary.Alienated Followership Style: If you scored high (above 40) on independent thinking and low(below 20) on active engagement, your followership style is categorized as alienated.Conformist Followership Style: If you scored low (below 20) on independent thinking andhigh (above 40) on active engagement, your followership style is categorized as conformist.Pragmatist Followership Style: If you scored in the middle range (from 20 to 40) on bothindependent thinking and active engagement, your followership style is categorized aspragmatist.Passive Followership Style: If you scored low (below 20) on both independent thinking andactive engagement, your followership style is categorized as passive.Followership Style Independent Thinking Score Active Engagement ScoreEXEMPLARY High HighALIENATED High LowCONFORMIST Low HighPRAGMATIST Middling MiddlingPASSIVE Low LowSource: Adapted from The Power of Followership (pp. 89–98), by R. E. Kelley, 1992, New York, NY:Doubleday Business. Adapted with permission.478Scoring InterpretationWhat do the different styles mean? How should you interpret your style? The followership stylescharacterize how you carry out the followership role, not who you are as a person. At any point in time, orunder different circumstances, you may use one followership pattern rather than another.Exemplary FollowerExemplary followers score high in both independent thinking and active engagement. They exhibitindependent, critical thinking, separate from the group or leader. They are actively engaged, using theirtalents for the benefit of the organization, even when confronted with bureaucracy or other noncontributingmembers. Up to 35% of people are categorized as exemplary followers.Alienated FollowerAlienated followers score high in independent thinking but low in active engagement. This means that theythink independently and critically, but are not active in carrying out the role of a follower. They mightdisengage from the group at times and may view themselves as victims who have received unfair treatment.Approximately 15%–25% of people are categorized as alienated followers.Conformist FollowerConformist followers often say “yes” when they really want to say “no.” Low in independent thinking andhigh in active engagement, they willingly take orders and are eager to please others. They believe that theleader’s position of power entitles the leader to followers’ obedience. They do not question the social orderand find comfort in structure. Approximately 20%–30% of people are categorized as conformist followers.Pragmatist FollowerWith independent thinking and active engagement styles that fall between high and low, pragmaticfollowers are most comfortable in the middle of the road and tend to adhere to a motto of “better safe thansorry.” They will question a leader’s decisions, but not too often or too openly. They perform requiredtasks, but seldom do more than is asked or expected. Approximately 25%–35% of people are categorized aspragmatist followers.Passive FollowerWith low independent thinking and low active engagement behaviors, passive followers are the opposite ofexemplary followers, looking to the leader to do their thinking for them. They do not carry out theirassignments with enthusiasm and lack initiative and a sense of responsibility. Approximately 5%–10% ofpeople are categorized as passive followers.Source: Based on excerpts from The Power or Followership by Robert E. Kelly, copyright © 1992 byConsultants to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of theKnopf Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reservedFor each Leadership Profile, you will complete the assigned questionnaires, report the data collected, reflect on your strengths and weaknesses, and then create an action plan for applying this information. Each Leadership Profile must be at least 300 words and contain at least 1 citation. Your work should be formatted to comply with APA standards and should integrate concepts from leadership theories where appropriate.1. Complete the following questionnaires found in the Northouse textbook. Followership Questionnaire (p. 326–329). Collaborative Team Excellence & Collaborative Team Leader Questionnaire (p. 397), 2. Report your results on these questionnaires. 3. Discuss and reflect on the results integrating resources on leadership and using APA formattingFollowership Questionnaire Followership QuestionnaireInstructions: Think of a specific leader–follower situation where you were in the role of follower. For eachstatement, please use the scale below to indicate the extent to which the statement describes you and yourbehavior in this situation.1.Does your work help you fulfill some societal goal or personaldream that is important to you?0 1 2 3 4 5 62.Are your personal work goals aligned with the organization’spriority goals?0 1 2 3 4 5 63.Are you highly committed to and energized by your work andorganization, giving them your best ideas and performance?0 1 2 3 4 5 64.Does your enthusiasm also spread to and energize yourcoworkers?0 1 2 3 4 5 65.Instead of waiting for or merely accepting what the leader tellsyou, do you personally identify which organizational activitiesare most critical for achieving the organization’s priority goals?0 1 2 3 4 5 66.Do you actively develop a distinctive competence in thosecritical activities so that you become more valuable to theleader and the organization?0 1 2 3 4 5 67.When starting a new job or assignment, do you promptlybuild a record of successes in tasks that are important to theleader?0 1 2 3 4 5 68.Can the leader give you a difficult assignment without thebenefit of much supervision, knowing that you will meet yourdeadline with highest-quality work and that you will “fill inthe cracks” if need be?0 1 2 3 4 5 69.Do you take the initiative to seek out and successfullycomplete assignments that go above and beyond your job?0 1 2 3 4 5 610. When you are not the leader of a group project, do you stillcontribute at a high level, often doing more than your share?0 1 2 3 4 5 647611.Do you independently think up and champion new ideas thatwill contribute significantly to the leader’s or theorganization’s goals?0 1 2 3 4 5 612.Do you try to solve the tough problems (technical ororganizational), rather than look to the leader to do it for you?0 1 2 3 4 5 613.Do you help out other coworkers, making them look good,even when you don’t get any credit?0 1 2 3 4 5 614.Do you help the leader or group see both the upside potentialand downside risks of ideas or plans, playing the devil’sadvocate if need be?0 1 2 3 4 5 615.Do you understand the leader’s needs, goals, and constraints,and work hard to help meet them?0 1 2 3 4 5 616.Do you actively and honestly own up to your strengths andweaknesses rather than put off evaluation?0 1 2 3 4 5 617.Do you make a habit of internally questioning the wisdom ofthe leader’s decision rather than just doing what you are told?0 1 2 3 4 5 618.When the leader asks you to do something that runs contraryto your professional or personal preferences, do you say “no”rather than “yes”?0 1 2 3 4 5 619.Do you act on your own ethical standards rather than theleader’s or the group’s standards?0 1 2 3 4 5 620.Do you assert your views on important issues, even though itmight mean conflict with your group or reprisals from theleader?0 1 2 3 4 5 6Source: Excerpts from The Power of Followership by Robert E. Kelly, copyright © 1992 by Consultantsto Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of the KnopfDoubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved.477ScoringThe Followership Questionnaire measures your style as a follower based on two dimensions of followership:independent thinking and active engagement. Your responses indicate the degree to which you are anindependent thinker and actively engaged in your follower role. Score the questionnaire by doing thefollowing. Your scores will classify you as being primarily one of the five styles: exemplary, alienated,conformist, pragmatist, or passive.1. Independent Thinking Score: Sum of questions 1, 5, 11, 12, 14, 16, 17, 18, 19, and 202. Active Engagement Score: Sum of questions 2, 3, 4, 6, 7, 8, 9, 10, 13, and 15Exemplary Followership Style: If you scored high (above 40) on both independent thinkingand active engagement, your followership style is categorized as exemplary.Alienated Followership Style: If you scored high (above 40) on independent thinking and low(below 20) on active engagement, your followership style is categorized as alienated.Conformist Followership Style: If you scored low (below 20) on independent thinking andhigh (above 40) on active engagement, your followership style is categorized as conformist.Pragmatist Followership Style: If you scored in the middle range (from 20 to 40) on bothindependent thinking and active engagement, your followership style is categorized aspragmatist.Passive Followership Style: If you scored low (below 20) on both independent thinking andactive engagement, your followership style is categorized as passive.Followership Style Independent Thinking Score Active Engagement ScoreEXEMPLARY High HighALIENATED High LowCONFORMIST Low HighPRAGMATIST Middling MiddlingPASSIVE Low LowSource: Adapted from The Power of Followership (pp. 89–98), by R. E. Kelley, 1992, New York, NY:Doubleday Business. Adapted with permission.478Scoring InterpretationWhat do the different styles mean? How should you interpret your style? The followership stylescharacterize how you carry out the followership role, not who you are as a person. At any point in time, orunder different circumstances, you may use one followership pattern rather than another.Exemplary FollowerExemplary followers score high in both independent thinking and active engagement. They exhibitindependent, critical thinking, separate from the group or leader. They are actively engaged, using theirtalents for the benefit of the organization, even when confronted with bureaucracy or other noncontributingmembers. Up to 35% of people are categorized as exemplary followers.Alienated FollowerAlienated followers score high in independent thinking but low in active engagement. This means that theythink independently and critically, but are not active in carrying out the role of a follower. They mightdisengage from the group at times and may view themselves as victims who have received unfair treatment.Approximately 15%–25% of people are categorized as alienated followers.Conformist FollowerConformist followers often say “yes” when they really want to say “no.” Low in independent thinking andhigh in active engagement, they willingly take orders and are eager to please others. They believe that theleader’s position of power entitles the leader to followers’ obedience. They do not question the social orderand find comfort in structure. Approximately 20%–30% of people are categorized as conformist followers.Pragmatist FollowerWith independent thinking and active engagement styles that fall between high and low, pragmaticfollowers are most comfortable in the middle of the road and tend to adhere to a motto of “better safe thansorry.” They will question a leader’s decisions, but not too often or too openly. They perform requiredtasks, but seldom do more than is asked or expected. Approximately 25%–35% of people are categorized aspragmatist followers.Passive FollowerWith low independent thinking and low active engagement behaviors, passive followers are the opposite ofexemplary followers, looking to the leader to do their thinking for them. They do not carry out theirassignments with enthusiasm and lack initiative and a sense of responsibility. Approximately 5%–10% ofpeople are categorized as passive followers.Source: Based on excerpts from The Power or Followership by Robert E. Kelly, copyright © 1992 byConsultants to Executives and Organizations, Ltd. Used by permission of Doubleday, an imprint of theKnopf Doubleday Publishing Group, a division of Penguin Random House LLC. All rights reserved
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