€3 08 in films The Devil Wears Prada (2006, director David Frankel): DVD track 2: 0:03:20 to 0:09:47 (7 minutes) Track 2 begins with Andy coming out of the lift and heading for the office reception desk; clip ends when she is called back into the office as she is walking away. Based on the novel by Lauren Weisberger, this movie tells the story of a naive, young aspiring journalist, Andrea (Andy) Sachs (played by Anne Hathaway) who gets a job as assistant to the famous editor-in-chief of the fashion magazine Runway. The magazine's powerful and ruthless editor, Miranda Priestly (Meryl Streep) is a legend. In this clip, we see Andy arriving for her job interview as ‘second assistant’ with Miranda's ‘first assistant’ Emily Charlton (Emily Blunt). Miranda, however, decides to conduct the interview herself. 1, How would you describe Miranda Priestley’s leadership style? Identify specific behaviours to support your conclusions. 2. What impact does Miranda's leadership style have on those around her? Identify specific employee behaviours to support your conclusions. 3, Good boss or bad boss: what is your assessment of this leadership style? Cite specific evidence of her impact on individual performance and organizational effectiveness to support your judgement 4, To what extent does this leadership style apply in the real world, beyond Hollywood? Consider aspects of individual personality, organizational context, and industry sector in making this judgement. 5. Why do you think Miranda Priestly gave Andy the job? Qo OB in literature Norman Augustine and Kenneth Adelman, Shakespeare in Charge: The Bard's Guide to Leading and Succeeding on the Business Stage, Hyperion Books, 1999; Paul Corrigan, Shakespeare on Management: Leadership Lessons for Today's Managers, Kogan Page, London, 1999. Henry V faces numerous leadership challenges. Is his position legitimate? How shauld he deal with those plotting against him? How should he influence his troops to follow him into battle against overwhelming odds at Agincourt? Julius Caesar explores the nature and ethics of organization politics. The Merchant of Venice exposes male-female differences in perceptions of justice and mercy. Hamlet is a study of Jeadership in an uncertain world. Macbeth is a leader who is obsessed with power. CHAPTER EXERCISES Management and leadership Objectives 1. To explore differences in the definition of the terms management and leadership. 2. To consider whether and how our understanding and use of these terms is changing, Briefing Are leadership and management different roles, or do they overlap? Look at this list of activities. Are these leadership activities, or management activities, or could they fall into both categories? Use the activities matrix to locate each of those activities depending on whether you feel they are management-oriented, leadership-oriented, or both. Quaheawan, DAg sh We duczynsk A.A. (2010) Oman zahonal Beha vicrr C#h edi) Harlow, €T| Prenlice tall ep 6257 628Activities list | 1 delegate tasks | 2 plan and prioritize steps to achieve task goals 3 ensure predictability 4 coordinate effort | 5 provide focus 6 monitor feelings and morale 7 follow systems and procedures 8 provide development opportunities 9 monitor progress 10 appeal to rational thinking 11 act as interface between team and others 12 motivate staff 13 inspire people 14 coordinate resources 15 give orders and instructions 16 check task completion 17 ensure effective induction 18 unleash potential 19 look ‘over the horizon’ 20 be a good role model 21 use analytical data to support recommendations 22 explain goals, plans and roles 23 appeal to people's emotions 24 share a vision 25 quide progress 26 create a positive team feeling 27 monitor budgets and tasks 28 use analytical data to forecast trends 29 take risks 30 build teams Based on Gillen (2004). Activities matrix very high on managerially elements of very high on management oriented management oriented leadership | and leadership Class Consider why you placed each of those activities in those categories: discussion 2. What is distinctive about leadership activities? 1, What makes an activity a management activity? 3. If you put some activities in the middle, why did you do that? 4. In what ways, if at all, is society's view of leadership changing, and why? 5, Are there any current trends and developments which encourage managers to monitor and control rather than to exercise leadership?Leadership style preferences Objectives Briefing 1. To assess your preferred leadership style 2. To explore the diversity of style preferences across your group. This assessment is designed to help you assess your preferred leadership style. Complete this questionnaire honestly, in relation to your behaviour and preferences, with respect either to your leadership behaviour, or in relation to how you think you would like to behave in a leadership role. Put a tick in the appropriate response column on the right depending on how accurate you feel each statement describes your behavioural preferences, using this scale: A=Always B=Often C=Sometimes D=Seldom E=Never Employee-centred or consideration score You get one point if you ticked either A or a B in response to these questions emacs ay eee WO presi ss ae Se 22 12 24 18, 28 20 4 6 8 And you get one point if you ticked either D or E in response to these questions: 14 16 26 30 Total employee-centred score is: Job-centred or initiating structure score You get one point if you ticked either A or B in response to these questions: 1 13 25 34 3 15 27 35 . See sve Te Pee oe 29 a 19 31 9 21 32 "1 23 33 Total job-centred score is:Leader behaviours A B c D E | 1 Lwould always act as the spokesperson for my group a a a a a | 2. Lwould allow subordinates complete freedom in their work a a a a a | 3 Lwould encourage overtime working a a a a a 4 I would let subordinates use their judgement to solve problems a a a a a 5 I would encourage the use of standard procedures a a a a a 6 I would needle members for greater effort a a a a a 7 I would stress being ahead of competing groups a a a a a |B would let subordinates work the way they thought best a a a a a 9 | would speak as representative for subordinates a a a a a 10. I would be able to tolerate postponement and uncertainty a a a a a 41 would try out my ideas on subordinates a a a a a 12. | would turn subordinates loose on a job and let them go at it a a a a a 13. | would work hard for promotion a a a a a 14. | would get swamped by details a a a a a 15. | would speak for subordinates when visitors were around a a a a a 16 | would be reluctant to let subordinates have freedom of action a a a a a 17. 1 would keep the work pace moving rapidly a a a a a 18 | would give some subordinates authority that | should keep a a a a a 19. | would settle conflicts which occur among subordinates a a a a a 20 | would let subordinates have a high degree of initiative a a a a a 21. | would represent subordinates at external meetings a a a a a 22. I would be willing to make changes ao a a a a 23 | would decide what will be done and how it will be done a a a a a 24 | would trust subordinates to exercise good judgement a a a a a 25. | would push for increased production a a a a a 26 | would refuse to explain my actions to subordinates a a a a a 27 Things usually turn out as I predict a a a a a 28 | would let subordinates set their own work pace a a a a a 29 | would assign subordinates to specific tasks a a a a a 30 | would be able to act without consulting subordinates a a a a a 31 | would ask subordinates to work harder a a a a a 32 I would schedule the work that had to be done a a a a a 33. | would persuade others that my ideas were to their advantage a a a a a 34 | would urge subordinates to beat their previous records a a a a a 35 | would expect subordinates to follow set rules and regulations a a a a a |Your two scores can be interpreted together as follows: ‘employee- job-centred centred score score your leadership style 07 0-10 you are not involved enough with either the work or with your employees o7 10-20 you are autocratic, a bit of a slave-driver, you get the job done but at an emotional cost 815 0-10 people are happy in their work but sometimes at the expense of productivity 815 10-20 people enjoy working for you and are productive, naturally expending energy because they get positive reinforcement for good work From Marcic. Organizational Behavior, 3E. © 1992 South-Western, a part of Cengage Learning, Inc. Reproduced by permission. wwwy.cengage.com/permissions.