LEADERSHIP QUIZ

OLEH :

Ahmad Bonang
Saputra
041511233272

Universitas Airlangga
Fakultas Ekonomi dan Bisnis

Leadhership Quiz
Chapter : Leader Member Exchange and Followership
1. What are the differences between in-groups and out-groups
Some of the differences between in-group and out-group :
a. The groups with which individual identifies himself are his in group. ones
family, ones college are example of his in group. But out groups refers to
 those groups with which individual do not identify himself. These are
outside groups. Pakistan is an out group for Indians.
b. In group based on ethnocentrism. Ethnocentrism is one of the important
characteristic of in group. But out group is not based on ethnocentrism.
c. In group members have positive attitude towards their own in group but they
have negative attitudes towards their out group.
d. Similarity in behavior, attitude and opinion is observed among the members
of in group. But they show dissimilar behavior; attitude and opinion towards
the members of out group.
e. Members of in group display co-operation, good-will, mutual help and
possess a sense of solidarity, a feeling of brotherhood and readiness to
sacrifice themselves for the group. But individual shows a sense of
avoidance, dislike, indifference and antagonism towards the members of out
group.

2. What are some of the benefit delegating

Several Benefits of Delegating :

a. Leader can devote the majority of his time to those tasks most important to
building his business, its relationships and its reach.

b. Employees get opportunities to grow and to feel empowered with

responsibility.

c. Employees feel challenged and proud of what theyve accomplished,

meaning they will be champions for your businessat work and on their
own time.

d. Theres no better or more efficient way to get things done than to delegate
tasks to those people who are best equipped to complete them.

Chapter : Team Leadership and Self Managed Team

1. Describe how leader can avoid conducting nonproductive meeting
Some of the problem members you may have in your group are the following:
Silent
To have a fully effective meeting, all group members should participate. If
members are silent, the group does not get the benefit of their input. It is the
leaders responsibility to encourage the silent member to participate without
being obvious or overdoing it. One technique the leader can use is the rotation
method, in which all members take turns giving their input.

Talker
Talkers have something to say about everything. They like to dominate the
discussion. However, if they do dominate, the other members do not get to
participate. It is the leaders responsibility to slow talkers down, not to shut them
up. Do not let them dominate the group. The rotation technique is also effective
with talkers. They have to wait their turn.

Wanderer
Wanderers distract the group from the agenda items; they tend to change the
subject and often like to complain. The leader is responsible for keeping the
group on track. If the wanderer wants to socialize, cut it off.

Bored
Your group may have one or more members who are not interested in the
job. The bored person may be preoccupied with other issues and not pay
attention or participate in the group meeting. The bored member may also feel
superior and wonder why the group is spending so much time on the obvious.
The leader is responsible for keeping members motivated. Assign the bored
member a task like recording ideas on the board and recording the minutes. Call
on bored members; bring them into the group.

Arguer
Like the talker, the arguer likes to be the center of attention. This behavior
can occur when you use the devils advocate approach, which is helpful in
developing and selecting alternative courses of action. However, arguers enjoy
 arguing for the sake of arguing, rather than helping the group. The leader should
resolve conflict, but not in an argumentative way. Do not get into an argument
with arguers; that is exactly what they want to happen. If an argument starts,
bring others into the discussion.

2. Briefly discuss some of the potential benefits and drawbacks of using self-
managed team

Advantages of Self Managed Teams

1. Flexibility:Self-managed teams give more and improved the flexibility of staff.

2. Efficient operations:More efficient operations take place through the reduced number
of job classification.
3. Lower absenteeism:Organizations having self-managed teams experience lower
absenteeism and turnover rates.
4. High commitment:Self-managed teams gain a high level of commitment.
5. Minimum supervision:With minimum supervision, an organization can get better
result and output.
6. More discipline:Members of self-managed teams ensure disciplined life during
operations.
7. Improve productivity:Self-managed teams give high productivity to proper
functioning.
8. Less wastage:As self-managed teams work according to set methods. So they can
ensure minimum wastage.

Disadvantages of Self Managed Teams

1. Extended time:Sometimes self-managed teams require extended time to complement

plans and policies.
2. High investment:High investment is required for skill development.
3. Inefficiency: Due to job rotation organizations suffer from early inefficiencies.
4. Employee inability:Some employees become unable to adapt to a team structure.
5. Demand for equal treatment:Self-managed team members sometimes demand equal
treatment for their success.
6. Recklessness:Due to better performance, self-managed teams become reckless and
show insubordination.
Chapter : Charismatic and Transformational Leadership
1. A strong emotional attachment and loyalty to a charismatic leader can have both
beneficial and detrimental effects on followers. explain both types of effects on
followership

Advantages Of Charismatic Leadership

a. Selling The Vision.These leaders are often exceptional at selling the vision and getting
people to come along for the ride. They are geniuses at helping people to see
possibilities and potentials ... to buy into something bigger than themselves. They are
generally masters at weaving stories and anecdotes that enable people to buy into a big
dream - e.g. JFK leading a nation to put the first man on the moon.
b. Inspiring. Their generally optimistic and positive nature draws people to them like a
moth to a flame. Often these leaders do inspire people to be at their best and the work
environments they create can be very motivating to employees and colleagues alike.
c. Drive Results. A highly charismatic leader can have people willing to walk over hot
coals for him or her. Because of this they can achieve results and often get things done
that other leadership styles may not. Think Hitler, Lee Iacocca.

Charismatic Leadership Pitfalls

a. Group Think. Because these leaders are so popular it can cause Team Members to
stifle their own beliefs and values which may be in conflict with those of the leader.
The danger in this is that you get 'group think' and/or people going along with the ride
even when they sense that maybe the direction they are heading in is shaky.

b. Lack of Independence. Teams being lead by a charismatic leader can struggle to

become more self-managing because the group's identity can become caught up in that
of the leader and his or her ego. The team can often focus on the leader to help them
succeed rather than building the systems and self-fortitude to think and act
independently.

c. The leaders ego overtakes. These Leaders can sometimes get too caught up in their
own ego and needs and this can have a devastating impact on the team. Think Donald
Trump!
 d. Company strength is under-acknowledged. The worst case scenario with having a
charismatic leader in charge of an organization is when people start to believe the
leader, somehow 'is' the company and that the company's success is tied to this person
being at the helm.

2. What is servant leadership

Servant leadership is leadership that transcends self-interest to serve the
needs of others, by helping them grow professionally and personally. Servant
leadership turns the power pyramid upside down; instead of the people working
to serve the leader, the leader exists to serve the people. When leaders shift their
mindset and serve first, they unlock purpose and ingenuity in those around them,
resulting in higher performance and engaged, fulfilled employees.

Chapter : Leadership of Culture, Ethics, and Diversity

1. How does a code of ethics help enforce ethical behavior on and organization
Although the best way to create an attitude within an organization is for the
top leadership to set an example, sometimes in larger companies that just isn't
enough. As companies grow and the culture is shaped by an increasing number
of people, ethics can become diluted. A code of ethics is one tool for achieving
standards of ethical behavior. According to a study by the Center for Business
Ethics, 90 percent of Fortune 500 companies now have a code of ethics. The
lesson from these companies is that it is never enough to assume that activities
are being conducted ethically, nor can it be assumed that employees understand
that they are expected to act with integrity.

2. What potential problem could develop in a case in which a leader is from high-
power distance culture, but his followers are from a low-power distance culture
Decision making
Leader in a high power distance context are unwilling give chance to their
employee to participate in decisions making process. It will make decision
making process become uneffective, because we just see some problem from one
perspective ( leader perspective ).
 Communication
Communication takes place vertical downwards, with no or little horizontal
communication. A large communication gap exists between superiors and their
subordinates because it is hard for the subordinates to air their views.

Employee participation
Employee participation is the process of giving employees the authority to
make decisions relating to their work processes and encouraging them to take
responsibilities of their decisions.Leader in a high power distance will make
employee participation become low.

Chapter : Strategic Leadership and Change Management

1. Describe the role of leadership in successful change implementation

Implementing corporate strategy requires a team effort headed by your

organization's leadership team. Each person involved in change management has
their responsibilities, and it is important for the entire organization to understand the
role of leadership in strategic implementation to make delegating responsibility more
effective.

Involvement

Strategic implementation of any kind of new company policy or program

requires participation from all of the departments that will be affected. Company
leadership needs to identify what those departments are and create an implementation
team that consists of representatives from each affected group. Management needs to
create a structure that identifies various group leaders, the responsibilities of those
group leaders and an accountability system that insures that the implementation team
meets its timetable for getting the new program or policy in place.
Interest
Implementing change or any new strategy within a company requires a feeling of
urgency on the part of the entire company. It is the job of management to create that
 urgency by explaining to the staff why the implementation is necessary. Leadership
needs to help the employees understand how the company benefits from the new
implementation, but it also needs to get the organization to see the setbacks of not
making a change.

Monitoring

Strategic implementation within a company is not an exact process. It is a

dynamic procedure that needs to be monitored by management and altered to meet
implementation goals. It is the responsibility of leadership to put a monitoring system
in place, analyze the data that is being generated during the implementation and
make any necessary changes to make the implementation more efficient.

Next Step

Implementing a corporate strategy or change is often done in phases. The

company leadership needs to be able to identify when each phase of a strategic
implementation is complete and be ready to transition the company to the next phase.
For example, if the company is bringing in a new software program for customer
management, then the first phase of the program may be to implement it in the sales
department. Management needs to identify when the proper alterations to the
software have been made that will allow it to be implemented in other parts of the
company.
2. What is the difference between a strategic vision and a mission statement

Comparison chart

Mission Statement Vision Statement

About A Mission statement talks about A Vision statement outlines
HOW you will get to where you WHERE you want to be.
want to be. Defines the purpose Communicates both the purpose
and primary objectives related to and values of your business
your customer needs and team
values.
Answer It answers the question, What It answers the question, Where
do we do? What makes us do we aim to be?
different?
Time A mission statement talks about A vision statement talks about
the present leading to its future. your future.
Function It lists the broad goals for which It lists where you see yourself
the organization is formed. Its some years from now. It inspires
prime function is internal; to you to give your best. It shapes
define the key measure or your understanding of why you
measures of the organization's are working here.
success and its prime audience is
the leadership, team and
stockholders.
Change Your mission statement may As your organization evolves, you
change, but it should still tie might feel tempted to change your
back to your core values, vision. However, mission or vision
customer needs and vision. statements explain your
organization's foundation, so
change should be kept to a
minimum.
Developing a What do we do today? For Where do we want to be going
statement whom do we do it? What is the forward? When do we want to
benefit? In other words, Why we reach that stage? How do we want
do what we do? What, For to do it?
Whom and Why?
Features of an Purpose and values of the Clarity and lack of ambiguity:
effective organization: Who are the Describing a bright future (hope);
statement organization's primary "clients" Memorable and engaging
(stakeholders)? What are the expression; realistic aspirations,
responsibilities of the achievable; alignment with
organization towards the clients? organizational values and culture.

Chapter : Crisis Leadership and The Learning Organization

1. How sosial media affected the way crisis are managed in our society today
Social media allows consumer opinions to spread far and wide quickly.
Word of mouth and social search are two powerful reasons to manage your
social media reputation.

Word of mouth
Imagine youre a restaurant owner, and you recognize a customer walking into your
establishment as someone who has a wide influence in your community, such as a
newspaper writer. You would want him to have the best experience possible so if he chooses
to write about your restaurant, those who read the review would be impressed and possibly
come in to have a wonderful experience as well.
Social search
Googles recent implementation of social media in their search results brings real-time
conversation to the front page. Twitter users in particular are fond of hashtags, and just
adding a hashtag in front of a search for a name brand can reveal what is currently
being talked about in relation to that brand. Take Toyota for instance. Adding the
hashtag in front of the name reveals the following in the first page of search results.
2. How important to an organization is internal ( employee ) communication during
a crisis
A crisis can hit any company. Especially in an increasingly volatile world.
And, at times of crises most large companies prioritise their public image. Often
they direct all their communication efforts externally, only. However, the truth is
that employees are just as important as external audiences. As Paul Barton puts
it: Organisations need the full support of their staff to recover from a crisis as
fully and as quickly as possible. Employee communications are at the heart of
every companys success. Internal Communication is the little strand that holds
everybody together when everything else seems to be falling apart. Its why
internal communication is important thing during a crisis.