Leadership: Theory And Practice, 7th Edition Solution Manual

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 1–IntroductionDiscussion/StudyQuestions1. Who are some of the scholars known for leadership research?2. Describe the leadership classification scheme proposed by Bass.3. Explain the four components identified as central to leadership.4. Explain how the trait approach and the process approach differ.5. Describe the differences between assigned leadership and emergent leadership.6. Explain thesixtypes of power identified by French and Raven.7. Explain coercion and some of the leaders identified with coercive leadership techniques.8. Describe the similarities and differences between leadership and management.9. What is the relationship between leadership and power? Leadership and influence?10. What does it mean to lead oneself?11. What do the emerging leadership approaches (authentic leadership, spiritual leadership, servantleadership, and adaptive leadership) have in common?12. How has access to technology empowered followers today?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 2–Trait ApproachQuestions for Study1. What noted researchers are associated with leadership traits?2. What methods have researchers used to investigate leadership traits?3. Which traits are cited most often in research results?4. What does the trait approach suggest about effective organizational leadership?5. How might the trait approach be used for personal awareness and development?6. How has the focus of trait research shifted over time?7. What are the Big 5 personality factors and how do they relate to leadership?8. What are strengths of the trait approach?9. What are criticisms of the trait approach?10.How well do thetenitems on the questionnaire correspond with the five major leadershiptraits listed in Table 2.2?11.What is charisma?12.What traits distinguish charismatic leaders from others?13. How does the trait approach fit with the four components of leadership?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 3–Skills ApproachQuestions for Study1.Who began the discussion that led to the skills approach?2.What methods have Mumford and his colleagues used to investigate leadership skills andeffectiveness?3.Explain the difference between a skill and a trait.4.Explain each element of the Three-Skill Approach.5.At what organizational level are each of the three skills most important?6.Explain each of the elements and components of the Mumford Skills Model.7.Explain how all the arrows work in the Mumford Skills Model (Fig. 3.3). How doattributes influence competencies? How do competencies influence outcomes? How docareer experiences affect competencies and attributes? How do environmental influencesaffect competencies, attributes, and outcomes?8.How might the skills approach be used for personal awareness and development?9.What are strengths of the skills approach?10.What are criticisms of the skills approach?11.How does the skills approach fit with the four components of leadership?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 4–BehavioralApproachQuestions for Study1. Where and by whom were the most important studies about leadership style conducted?2. What methods have researchers used to investigate leadership style?3. How do these research findings differ? What do they have in common?4. What are the characteristics of each of the seven leadership styles shown on the LeadershipGrid?5. What were the purposes for which the LBDQ and the Leadership Grid were designed?6. How should leaders attempt to balance their task and relationship behaviors?7. What is the relationship between a leader’s dominant style and backup style?8. How is an individual’s personal interest in tasks and relationships related to how she or heshows task and relationship leadership?9. How might thebehavioralapproach be used for personal awareness and development?10. What are strengths of thebehavioralapproach?11. What are criticisms of thebehavioralapproach?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 5–Situational ApproachQuestions for Study1. What researchers are associated with the most importantSituationalLeadership®studies?2. What are the characteristics of the four categories of directive and supportive behaviors?3. What are the characteristics of the four levels by which employee development can beclassified?4. Why should developmental levels not be used to label followers?5. How does the developmental continuum work?6. In the SLII®Model, why does commitment go down for D3 subordinates?7. Explain why it might be difficult for some leaders to exhibit Style 4 leadership.8. What are strengths of the situational approach?9. What are criticisms of the situational approach?10. How do demographic characteristics affect employees’ preferences for a particular leadershipstyle?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 6–Path-Goal TheoryQuestions for Study1.What researchers are most associated with path-goal theory?2.What are the assumptions of expectancy theory and how do they undergird path-goal theory?3. Explain each of the four leader behaviors considered in path-goal theory.4. Identify thefollowercharacteristics that influence how workers interpret a leader’s behavior.5. How does eachfollowercharacteristic affect that interpretation?6. Identify the task characteristics that influence how workers interpret a leader’s behavior.7. How does each task characteristic affect how the leader’s behavior influences motivation?8. Explain the conditions under which each of the four leadership styles is optimally used.9. What are strengths of path-goal theory?10. What are criticisms of path-goal theory?11. How does path-goal theory fit with the four components of leadership(process, influence,groups, common goals)?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 7–Leader-MemberExchange TheoryQuestions for Study1. What researchers are most associated with leader-member exchange theory?2. Explain the differences between in-groups and out-groups.3. How did the focus of research change from early research studiesto the later studies?4. What were the findings of the Gerstner and Day (1997) meta-analysis?5. What support is there for the validity of the LMX 7 Questionnaire?6. Explain the concept of leadership making, including each phase.7. What strategy do researchers typically use to evaluate leader-member exchanges?8. Explain how leader-member exchange theory works, both descriptively and prescriptively.9. What is the relationship between LMX and employee energy and creativity?10. What are strengths of leader-member exchange theory?11. What are criticisms of leader-member exchange theory?12. How can LMX be applied to different levels of an organization?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 8–Transformational LeadershipQuestions for Study1. Describe what is implied by theterm“transformational leadership.”2. What accounts for the popularity of this concept?3. Explain the differences between transactional and transformational leadership.4. Define and describe pseudotransformational leadershipfrom Bass’s (1998, 2006) perspective.5. What did Christie, Barling,and Turner (2011) contribute to our understanding ofpseudotransformational leadership?6. Discuss what other real-world leaders, past or present, could be considered transformationalleaders.7. Explain the personality characteristics and types of behaviors often associated with charismaticleaders.8. Describe the view that leadership is on a continuum ranging from transformational to laissez-faire.9. Explain the seven factors incorporated in the Bass Model of Transformational andTransactional Leadership.10. Describe the work of Bennis and Nanus and the work of Kouzes and Posner. What are thesimilarities in their research methods?11. Explain the four leadership strategies identified by Bennis and Nanus.12. Explain Kouzes and Posner’s five practices that enable leaders to get extraordinary thingsaccomplished.13. What are strengths of transformational leadership theory?14. What are criticisms of transformational leadership theory?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 9–Authentic LeadershipQuestions for Study1.Be able to summarize the early period of research of authentic leadership. Who are some ofthe scholars known for research of authentic leadership? What were their research questions?2. How are the practical and theoretical approaches to studying authentic leadership similar ordifferent? How do they compare to the teleological and deontological approaches to studyingethical leadership?3. Why is authentic leadership hard to define? Describe the three different definitions ofauthentic leadership on pages___. What does each definition contribute to our understanding ofthis concept?4.What are the five basic characteristics of authentic leadership according to Bill George? Howdoes George’s approach compare to the trait approach? The Big 5?5.What is the difference between passion and compassion in George’sAL model?6.How are thedimensionsof ALrelated to thecharacteristicsof AL in George’s model?7.Using Walumbwa’s (2008) definition of authentic leadership, distinguish between leaderbehaviors and traits. What are outcomes of authentic leadership? What is the follower role?8.How is self-awareness in the AL approach different from the psychodynamic approach? Canyou identify a person who exemplifies this component of the model?9.How does authentic leadership fit with the following components of leadership:process,influence, group context, and goal attainment?10.What are the strengths and criticisms of theauthenticleadership approach?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 10–ServantLeadershipQuestions for Study1.Be able to summarize theideas of Robert Greenleaf and the historical basis of servantleadership. What are the unique, underlying values of his perspective?2.How can a person be a leaderand a servant at the same time?3.In what ways is servant leadership like a trait?4. How does a person become altruistic? Is this an inborn trait or a learned behavior?5.Distinguish between the following terms: Leadership principles, leadership philosophies,leadership approaches, leadership models,and leadership theories.6.How are servant leaders different from other types of leaders?7.What are the three antecedent conditions for servant leadership in the Liden et al. (2008)model? What other conditions might you add to the list?8.What are the five servant leader behaviors in the Liden et al. (2008) model?9.How might contingencytheory (a leader-match theory) explain follower receptivity in theservant leadership model?10.Explain how servant leader behaviors can create a ripple effect in followers.11.How is awareness in theservant leadershipapproach different fromemotional intelligence, orself-awareness inthe psychodynamic approach? Can you identify a person who exemplifiesthis component of the model?12.How doesservantleadership fit with theinfluence componentof leadership?13.What are the strengths and criticisms of the servant leadership approach?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 11–Adaptive LeadershipQuestions for Study1. Explain how theadaptive leadership approachdiffers from other leadership theoriesin ourtextbook.2.What are the respective roles of leader and follower in this approach?3. What are the five activities expected of leaders in this approach? Be able to explain each ofthem.4. What does a systems perspective contribute to our understanding of adaptive leadership?5. What are the key insights of Complexity Leadership Theory?6. What are the three types of situational challenges leaders face?7. Explain the six leader behaviors prescribed in the model of Adaptive Leadership.8. What are the four patterns of adaptive change a leader needs to identify in the AdaptiveLeadership approach?9. What are the three ways leaders can regulate distress in an organization, according to thisapproach?10. Be able to explain and give examples of these five behaviors: providing direction, protection,orientation, conflict management, and productive norms.11. What are avoidance behaviors and why should leaders be concerned about them?12. What are the strengths of theAdaptive Leadership approach?13. What are the criticisms of the Adaptive Leadership approach?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 12–Psychodynamic ApproachQuestions for Study1. Explain how thePsychodynamicApproach differs from other leadership theories.2. Explainwhat is meant by the Clinical Paradigm.3. Explainthe four basic premises of the Clinical Paradigm.4.What is Freud’s contribution to the Psychodynamic Approach?5. Explain thefour streams of research from the Tavistock Institute.6.How did the Menninger Clinic apply the Psychodynamic Approach to the world of work?7. What insights did Zaleznik contribute to our understanding of how the PsychodynamicApproach applies to the workplace?8. How did Larry Hirschhorn use “applied clinical practice” to study organizational behavior?9. What are fantasies, projections, and identifications,and how do they express themselves inorganizational life?10. Explain the concept of the inner theater and how it relates to leadership.11. Explain the following terms: dependency, fight-flight, and pairing.12. What are social defense mechanisms and how do they relate to leadership?13. What are mirroring and idealizing,and how do they relate to leadership?14. Under what circumstances do followersidentify with the aggressor?15. Describe Freud’sdefinition of narcissismand howitaffectsleadership.16. Explain the group coaching method for applying the psychodynamic principles to leadershipdevelopment.17. What are strengths of the Psychodynamic Approach?18. What are criticisms of the Psychodynamic Approach?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 13–Leadership EthicsQuestions for Study1. Explain the current status of research in leadership ethics.2. Define ethics, including its connection to Greek philosophers.3.Distinguish between Kohlberg’s six stages of moral development.4. Describe the differences between ethical egoism, utilitarianism, and altruism. Give anexample of each.5.Explain virtue-based theories. How do they differ from teleological and deontologicaltheories?6.What is meant by the dark side of leadership?7.Explain the ToxicTriangle. How do the three elements relate to one another?8.Describe Aristotle’s ideas on the virtues of an ethical person.9. Explain how the influence dimension of leadership creates an ethical responsibility.Why is ethics central to leadership?10. Explain the following concepts:respect for persons, holding environment, and civicvirtue.11. Explain Heifetz’s perspective on helping followers confront and effect change fromconflict.12. ExplainBurns’sperspective on ethical leadership.13. Explain Greenleaf’s perspective on ethical leadership and the concept of “servantleadership.”14. Describe the five principles of ethical leadership.15. What are strengths of research on ethics in leadership?16. What are criticisms of research on ethics in leadership?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 14–Team LeadershipQuestions for Study1. Whatis the definition of a team? A virtual team?2. Whatare the competitive advantages of team-based organizations?3. Whatare the outcomes of effective teams?4. Whatdoes the term “heterarchy”refer to?5. Whatare the “critical capabilities” of teams?6. What is distributed leadership and why has it garnered scholars’ attention?7.According to Hill, what is the leader’s job in managing a team?8. Explain the skills leaders must have to meet diverse team needs.9. Explain how leaders should decide on the best timing of a leadership intervention.10. Explain thesixenabling conditionsfor team effectiveness identified by Hackman(2012)andcompare these to the eight characteristics identified by Larson and LaFasto(1989).11. Describe the qualities needed to be a competent team member.12. Explain the factors needed for a collaborative climate and for effective group norms.13. Explain the four sets of processes influencing the team’s effectiveness.14. Explain the skills or behaviors needed for (a) internal task, (b) internal relational, and (c)external team leadership functions.15. Explain how a team leader could use the Team Leadership Model to make decisions and takeactions.16.How do the four stages of team development (forming, storming, norming, performing) affectleadership expectations?17. What are strengths of team leadership theory?18. What are criticisms of team leadership theory?

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Northouse,Leadership: Theory and Practice, Seventh Edition:Chapter 15–Genderand LeadershipQuestions for Study1.How do popularpressauthorsandacademicresearchersdiffer in their reportingof genderissues and leadership for women?2. Describe women’s representation inpolitical andcorporate leadership positions in the 1990sand early 2000s.3. Explain the organizational barriers that put women at a disadvantagefor promotion, includingcorporate culture and the pipeline theory.4. Explain the results of meta-analyses on gender and leadership style.5. Describe the research results of gender and transformational leadership and how these mightdiffer for women and men.6. Explain research results on gender and leadership effectiveness.7. What reasons are offered in the chapter for men’s advantages in leadership?8. Explain the value of informal networks and mentoring relationships.9. What reasons are given in the chapter for a likely future increase in the number of women inhigher leadership roles?10. What are strengths of research on gender dynamics in leadership?11. What are criticisms of research on gender dynamics in leadership?

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