Applying the Concept 12-1: The Leadership Grid®

Identify the leadership style described in each of the five situations.

A. impoverished (1, 1)
B. authority-compliance (9, 1)
C. country club (1, 9)
D. middle-of-the-road (5, 5)
E. team (9, 9)

1. The manager doesn’t seem to care that his department has the lowest producers in the company, with a low level of morale.
A. Impoverished. The leader with an impoverished management style has low concern for both production and people.

2. The manager is proud that her department has the top performers, and also has the highest morale.
E. Team. The leader with a team management style has a high concern for both production and people.

3. The manager is just like one of the guys and everyone gets along great, but the productivity level is one of the lowest in the company.
C. Country club. The leader with a country club management style has a high concern for people and a low concern for production.

4. The manager is content that her department has adequate morale and an average productivity level.
D. Middle-of-the-road. The leader with a middle-of-the-road management style has balanced, medium concern for both production and people.

5. The manager’s employees dislike the boss, but the department is one of the top performers.              
B. Authority-compliance. The leader with an authority-compliance management style has a high concern for production and a low concern for people.

 

Applying the Concept 12-2: Contingency Leadership Theory

Using Exhibit 12-3, determine the appropriate leadership style under the given conditions. Place the letter A or B on the first line, and the situation number (between 1 and 8) on the second line.

A. task-oriented situation 1, 2, 3, 8
B. relationship-oriented situation 4, 5, 6, 7

6. Nyota is well liked by her employees, who make all kinds of websites to customer specifications, and Nyota makes the hiring, promoting, discipline, and firing decisions.
A-3. Task-oriented. She has a good relationship, the job is nonrepeative, and she has strong power = situation 3.

7. Ted’s employees, who manufacture cardboard boxes, think he is a jerk, and tend to ignore what he says because his boss does their evaluations and determines pay raises.
B-6. Relationship-oriented. Ted has a poor relationship, the job is repeative, and he has weak power = situation 6.

8. Aarti gets along well with her employees, who make water bottles, and she is in control of her department.
A-1. Task-oriented. Aarti has a good relationship, the job is repeative, with strong power = 1

9. Juan, the chair of a committee charged with recommending ways to increase organizational performance, is highly regarded by the volunteer members from a variety of departments.        
B-4. Relationship-oriented. Relations are good, the task is nonrepetitive, and power is weak = 4.

10. John oversees the assembly of mass-produced containers. He determines rewards and punishments, and is viewed as a hard-nosed boss.   
B-5. Relationship-oriented. Relations are poor, the task is repetitive, and power is strong = 5.

11. Carly is a manager from the corporate planning staff; she helps departments plan. She is viewed as being a dreamer who doesn’t understand the company’s various departments. Employees tend to be rude in their dealings with Carly.         
A-8. Task-oriented. Relations are poor, the task is nonrepetitive, and staff power is weak = 8.

12. Usain is a manager who oversees the processing of canceled checks for a bank. He is well liked by the employees, and enjoys hiring and evaluating his employees’ performance.        
A-2. Task-oriented. Relations are good, the task is repetitive, and power is weak = 2.

13. Lakesha, the principal of a school, assigns teachers to classes and other various duties. She hires and decides on tenure appointments. The school atmosphere is tense.
B-7. Relationship-oriented. Relations are poor, the task is nonrepetitive, and power is strong = 7.

 

Applying the Concept 12-3: Leadership Continuum

Refer to Exhibit 12-4 and indicate the leadership style exemplified in each statement by placing its number (between 1 and 7) on the lines below.

1. Leader makes a decision and announces it to employees without discussion.
2. Leader makes a decision and sells it to employees to convince them that it’s a good idea.
3. Leader presents ideas and invites employees’ questions.
4. Leader presents a tentative decision, subject to change.
5. Leader presents the problem, gets suggestions, and makes a decision.
6. Leader defines limits and asks employees to make a decision.
7. Leader permits employees to make ongoing decisions within defined limits.

14. “I just thought of this great way to improve performance and make our jobs easier. You are going to love it.”
2. The leader makes a decision and sells it.

15. “As I told you before, when this happens, you decide how to deal with it without me.”  
7. The leader permits employees to make ongoing decisions.

16. “You no longer need to provide receipts for business meals under $50. Does anyone have any questions?”
3. The leader presented ideas and invited questions.

17. “I’ve made the schedule of when you can take a weeklong vacation. Let me know which week you want.”
6. The leader is allowing the employees to make a decision within defined limits.

18. “I’d like your ideas on how to handle this customer complaint. But I’ll choose a solution and implement it.”               
5. The leader is getting input but has the final say.

19. “I selected you as one of the transfers to the new department, but you don’t have to go if you don’t want to.”               
4. The leader has presented a tentative decision subject to change.

20. “Please take this application to the registry office for me right away.”
1. The leader made the decision and announced it.

 

Applying the Concept 12-4: Situational Leadership Styles

For each of the following situations, identify the maturity level of the employee and the leadership style the manager should use so that the job gets done.

A. Low maturity of employee: The manager should use the telling style.
B. Low to moderate maturity of employee: The manager should use the selling style.
C. Moderate to high maturity of employee: The manager should use the participating style.
D. High maturity of employee: The manager should use the delegating style.

21. Shinji has never written a formal report, but you know he can do it with your encouragement and with minimum help from you.
C. Moderate to high maturity of employee: The manager should use the participating style. He needs low structure and high consideration to do the report.

22. You told George to fill the customer order as requested by the customer. However, he deliberately ignored your directions, and now the customer returned the order to you with a complaint.
A. Low maturity of employee: The manager should use the telling style. George needs to be given high structure and low consideration to do the job right.

23. Candy is new and has a good attitude, so you have decided to teach her a new task.
B. Low to moderate maturity of employee: The manager should use the selling style. She needs both high structure and consideration to do the new job.

24. Part of Milani’s job is to take out the trash when the barrel is full. It is full now.       
D. High maturity of employee: The manager should use the delegating style. Since Pete has done the task numerous times, he needs low structure and low consideration.