Rethinking Leadership Qs

Q1. Leadership, followership and identity are inextricably linked. Critically

evaluate this statement upon relevant examples.
Q2. What considerations should the discipline of leadership give to race and
gender?
Q3. Critically discuss the relationship between context and leadership.
Q4. The relationship between culture and leadership is unclear. Critically discuss.
Q5. Critically discuss how transformational leadership could influence an
individual to be more creative and perform at a higher level?
Q6. Critically discuss how a leader can develop and enhance their leadership
performance through paying attention to relationships and environmental (social)
contexts?
Q7. Critically analyse how individual differences like gender, personality, and
experience influence styles of people.
Q8. To what extent are the topics of race and gender important to leadership
studies and practice?
Q9. Drawing on Bass (1985), using appropriate examples, critically examine the
key skills and abilities of a successful transformational leader? Explain how you
would use this knowledge to develop your leadership skills?
Q10. Leadership involves a lot more than a leader. Critically discuss the
statement drawing on relevant theories and perspectives.
Q11. How important is culture and context for understanding leadership and
critically discuss the relationship between leadership and culture using relevant
theories and examples.
Q12. Critically evaluate the conditions, processes, and consequences of toxic
leadership.
Q13. Critically differentiate, compare, and find similarities between
transformational, transactional, and charismatic style of leadership with each
other in the leader-centred perspective using relevant examples.
Q14. What are the cultural dimensions and implications for leadership?
Q15. Courageous followers should speak truth to power. Critically evaluate the
statement.
Q16. In what ways and with what effects can followers express their resistance to
particular forms of leadership?

Q17. What does it mean to be a leader in contemporary organisations and

societies? Illustrate your answer using two or more theoretical perspectives.
Q18. Identify the various contributors to the effectiveness of leaders. How do
these help to achieve the stated or self-directed goals.
Q19. Leadership and Management are two distinct but complementary systems.
While managers promote stability, leaders press for change. Only organisations
that can embrace both sides of that contradiction can thrive in turbulent times
(Kotter, 1995).
Q20. Charismatic leaders communicate powerful and compelling visions capable
of attracting, if not interesting, both individuals and nations alike. They convince
our minds with evidence, and touch our hearts with inspiration. However,
reducing leadership to mere dyadic influence can blur the line between authentic
leadership and manipulation. Therein lies the danger (dark side) of charismatic
leadership. Discuss this statement.
Q21. According to the interactional framework, effective leadership depends on
many variables thereby apparently suggesting that there is no simple
prescription for being an effective leader. Using appropriate examples, critically
examine whether effective leadership is merely a matter of opinion or subjective
preference.
Q22. In an organisational context, unethical conduct is a result of not just a small
few mis-guided individuals but of neglectful leadership and organisational
culture. Critically discuss.
Q23. Critically discuss the six roles played by followers in leadership theories
with the help of examples. (Shamir, 2007) The roles are given below:

Followers as recipient of Leadership

Followers as moderators of Leadership impact
Followers as substitute for Leadership
Followers as constructors of Leadership
Followers as Leaders: Shared Leadership
Followers as co-producers of leadership

Q24. Despite our current preoccupation with it, leadership remains a concept and
disparate set of theories that give few insights into how to lead and manage an
organization. Discuss.
Q25. Contemporary leadership dynamics are shaped by an excessive concern
with the management of impressions and the projection of identity. To what
extent do you agree with this statement and why?