Question 1

Goffee and Jones’ suggest that a leader should undertake four actions in order improve his or her leadership:
- Show you are human – selectively revealing weaknesses;
- Be a sensor;
- Manage employees with tough empathy; and
- Dare to be different, capitalising on your uniqueness.

Explain what is meant by these four terms and how you might implement each action.

(20 marks)

b) Goffee and Jones (2000) suggested that one of the key attributes of leaders is the ability to modify their behaviour to respond to the needs of their followers while remaining true to their selves. Do you agree with their viewpoint? (20 marks)

Total (40 Marks)

QUESTION 2

Answer both (a) and (b)

Howard Gardner, in his initial theory of multiple intelligences, identified eight types of intelligence.

Briefly describe each intelligence type and explain how they manifest themselves? Outline the advantages of leaders possessing multiple intelligence.

(20 marks)

How might an understanding of his/her intelligences and that of the colleagues with whom he/she works help a leader or manager to improve both his/her leadership and the performance of his/her team?

(20 marks)

Total (40 marks)

QUESTION 3

Kahneman (2011) suggests that one of the more important developments in leadership thinking is that we now understand the marvels as well as the flaws of intuitive thought. He says that there are two types of decision-making:

System 1 thinking.
System 2 thinking.

Explain the meaning of these two terms as they relate to leadership decision making and the advantages and disadvantages of both.

(30 marks)

Question 4

In what kinds of ways can a leader or manager in a modern knowledge-based environment demonstrate authenticity? (20 marks)

Outline the concept of authentic leadership as it relates to vision and strategy. (10 marks)

“To thine own self be true,”

Polonius in Shakespeare’s Hamlet

Authentic leadership is more than simply being yourself it is also about empowering others and embracing change and innovation. In what kinds of ways can a leader or manager in a modern knowledge-based environment demonstrate authenticity? (30 marks)

Question 5

May 17

“Shackleton’s first thought was for the men under him. He didn’t care if he went without a shirt on his back so long as the men he was leading had sufficient clothing.” Lionel Greenstreet, First Officer, The Endurance

Browning (2007) sees the polar explorer, Ernest Shackleton, not only as a charismatic and heroic leader but as someone who personified several theories of leadership including:

The skills approach.
The style approach.
Situational theory.
Contingency theory.
Trait theory.
Transactional/transformational theory.

Choose four of the theories mentioned and explain their key features.

(40 marks)

Question 6

May 17

Most organizations are highly political places with power, authority, influence, networking, and relationship building all in play much of the time and at all levels in the organization. An understanding of motivational theories, team working, Leader-Member Exchange (LMX) theory and networking can all help a manager or leader not only to navigate the difficult world of “office politics” but also help him or her improve their staff’s performance. Discuss.

(30 marks)

OR

Aug 16

Leader-Member Exchange (LMX) theory is a key concept leaders and managers at every level of an organization should learn and understand if they wish to get the most out of the people with whom they work. Discuss.

(30 marks)

Question 7

Aug 16

Answer both (a) and (b)

Explain what a Myers Briggs Test is and what it can tell us about a person.
marks)
And how might leaders and managers make good use of an understanding of both their own Myers Briggs profile and the profiles of the colleagues with whom they work?

(20 marks)

Total (40 marks)

Question 8

Mar 16

Answer (a), (b), and (c) & (d)

The Kolb model proposes that people have different learning styles:

Diverging
Assimilating
Converging
Accommodating

Draw a diagram of the Kolb Model and use it to explain the meaning of these terms.

(10 marks)

How might a knowledge and understanding of how people learn help leaders or managers to undertake their roles more effectively?

(10 marks)

A fundamental part of a leader’s role is to help recruit and develop future managers and leaders. Outline how a leader can coach and mentor other managers.
marks)

(d) Hersey and Blanchard believed that good leaders and managers considered both their own behaviour and that of their followers in seeking to get things done and maximise the potential of their workforce. Outline the key elements of their theory. (10 marks)

Total (40 marks)

Question 9

(b) Stephen Covey in his book, The 7 Habits of Highly Effective People, (1989), suggests that leaders need to develop the following habits:

Habit 1: Be Proactive: Principles of Personal Choice.
Habit 2: Begin with the End in Mind: Principles of Personal Vision.
Habit 3: Put First Things First: Principles of Integrity and Execution.
Habit 4: Think Win/Win: Principles of Mutual Benefit.
Habit 5: Seek First to Understand, Then to be Understood: Principles of Mutual Understanding.
Habit 6: Synergize: Principles of Creative Cooperation.
Habit 7: Sharpen the Saw: Principles of Balanced Self-Renewal.

Taking any four of the above habits, explain what is meant by each of the four habits you have chosen and then outline how that habit might assist someone to become a more effective leader.

(20 marks)

Question 10

Aug 17

As far back as the 1940s Stodgill identified the following five key traits as those that distinguish leaders from their followers:

Intelligence
Dominance
Self Confidence
Level of Energy
Task Relevant Knowledge

These characteristics suggest that leaders need qualities some of which are inherent and some of which are learned. In your view, is nature or nurture more important in leadership development? Give reasons for your answer referring liberally to module work.

(40 marks)

Question 11

May 18

Douglas McGregor described two ways in which employees might be motivated by their leaders or managers – one by using an approach which involved strong direction and control, which he called theory X and the other by using a more collaborative, empowering approach, which he called theory Y.

Explain what is meant by each of these styles and how they might be used by leaders and managers to more effectively run their organizations.

(20 marks)