MANAGEMENT AND LEADERSHIP

Lecturer: Duong Thi Hoai Nhung (PhD.)

Faculty of Business Administration
Foreign Trade University
Email: nhungdth@ftu.edu.vn
Mobile: 0985 867 488

Student Name:________________________________________

Student ID:___________________________________________

Class: _________________________________________________

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 SUMMARY OF YOUR LEADERSHIP STYLES

Student Name:…………………………………………………………………………………………………………………………………….
Traits Approach

1. Big Five Traits (BFT) Agreeableness Conscientiousness Neuroticism Extraversion Openness to

(Hướng ngoại) experience
(Dễ chịu) (Tận tâm) (Tâm lý bất ổn)
(Sẵn sàng trải
nghiệm)

2. Myers-Briggs Type Extraversion Introversion Sensing Intuition Thinking Feeling (Cảm Judging (Percieving)
Indicator (MBTI) (Hướng (Hướng (Giác (Trực giác)- (Lý trí)- xúc)-F (Nguyên tắc)- J (Linh hoạt)- P
ngoại)- E nội)- I quan)- S N T

Skills Approach

1. Three basic personal Technical skills: Human skills: Conceptual skills:

skills (Katz, 1955)

Behavioral Approach

1. Task or relationship 1. High task-Low 2. High task- High 3. High relationship- Low 4. Low relationship- Low task
behavior relationship relationship task

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 2. Iowa University 1. Authoritarian leadership 2. Democratic leadership 3. Laissez-faire leadership
Studies (Kurt Lewis)

Situational Approach

Hersey and Blanchard 1. Telling (Directing) 2. Selling (Coaching) 3. Participating (Facilitating) 4. Delegating (Observing)

Transitional vs Transformational Leadership

1. Transitional Leadership 2. Transformational Leadership

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 CHAPTER 1: NATURE AND IMPORTANCE OF MANAGEMENT AND LEADERSHIP

CASE STUDY: THE UNHEALTHY HOSPITAL

When Bruce Reid was hired as Blake Memorial Hospital’s new CEO, the mandate had been clear: Improve
the quality of care, and set the financial house in order.
As Reid struggled to finalize his budget for approval at next week’s board meeting, his attention kept
returning to one issue—the future of six off-site clinics. The clinics had been set up six years earlier to
provide primary health care to the community’s poorer neighborhoods. Although they provided a valuable
service, they also diverted funds away from Blake’s in-house services, many of which were underfunded.
Cutting hospital personnel and freezing salaries could affect Blake’s quality of care, which was already
slipping. Eliminating the clinics, on the other hand, would save $256,000 without compromising Blake’s
internal operations.
However, there would be political consequences. Clara Bryant, the recently appointed commissioner of
health services, repeatedly insisted that the clinics were an essential service for the poor. Closing the clinics
could also jeopardize Blake’s access to city funds. Dr. Winston Lee, chief of surgery, argued forcefully for
closing the off-site clinics and having shuttle buses bring patients to the hospital weekly. Dr. Susan Russell,
the hospital’s director of clinics, was equallyvocal about Blake’s responsibility to the community, and
suggested an entirely new way of delivering health care: “A hospital is not a building,” she said, “it’s a
service. And wherever the service is needed, that is where the hospital should be.” In Blake’s case, that
meant funding more clinics. Russell wanted to create a network of neighborhood-based centers for all the
surrounding neighborhoods, poor and middle income. Besides improving health care, the network would
act as an inpatient referral system for hospital services. Reid considered the proposal: If a clinic network
could tap the paying public and generate more inpatient business, it might be worth looking into. Blake’s
rival hospital, located on the affluent side of town, certainly wasn’t doing anything that creative. Reid was
concerned, however, that whichever way he decided, he was going to make enemies.
QUESTIONS
1. What sources of power does Reid have in this situation? Do you believe using legitimate power to
implement a decision would have a positive effect at Blake Memorial? Discuss.
2. What influence tactics might you use if you were in Reid’s position?
3. Do you see ways in which Reid might use the ideas of leadership style to help resolve this dilemma?

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 CHAPTER 2- STRATEGIC MANAGEMENT
- Student name: ………………………………………………………….
- Student ID: ……………………………………………………………..
Identify the types of corporate-level strategies that Kinh Do Company has implemented in
the process of developing business activities in each period.

Introduction: In 1993, Kinh Do Food Processing and Construction Co., Ltd was established in
Binh Duong province, it launched Snack cake production line.

1. In 1996, the Company invested in building a new factory of a cookie production line in Thu Duc
District- Ho Chi Minh City.

…………………………………………………………………………………………………

2. In 1997 & 1998, the Company continued to invest in an industrial line of bread and cake
production equipment. At the end of 1998, Chocolate production line was put into operation.

…………………………………………………………………………………………………

3. In 1999, the Company invested in building Savico - Kinh Do Trading Center - Ho Chi Minh
City and build Kinh Do Bakery system - the direct sales channel of the Company.

.……………………………………………………………………………………………….

4. In 2000, Kinh Do Company continued to expand its factory and invested in a production line of
Cracker Savory Cake.

…………………………………………………………………………………………………

5. In 2001, Kinh Do began to promote exports to the United States, France, Canada, Germany,
Taiwan, Singapore, Japan ... and established North Kinh Do Food Processing Joint Stock
Company.

.………………………………………………………………………………………………..

6. In 2003, Kinh Do acquired Unilever's Wall’s ice cream factory (the market share of Walls ice
cream at that time was 50%).

…………………………………………………………………………………………………

7. In 2005, Kinh Do bought Tribeco's shares in order to make good use of TRI's distribution system
as well as support TRI to develop more effectively through KDC's distribution system.

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By 2008, Tribeco 's equity was negative 5.32 billion dong, a loss of 145 billion dong. Tribeco's
stock went downhill and Kinh Do was forced to withdraw from Tribeco in 2012.

…………………………………………………………………………………………………

………………………………………………………………………………………………….

8. In 2007, Kinh Do and Nutifood allied together to contribute capital to invest outside the industry,
real estate, the both of companies did not launch any common products in the traditional industry.

By the end of 2008, according to Nutifood's financial report, the company's loss was about VND
150 billion, approximately the charter capital. After 5 years of capital contribution to Nutifood,
KDC divested from Nutifood

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

9. In 2008, Kinh Do merged with Vinabico which the company is leading the market of fresh cake
and candy.

…………………………………………………………………………………………………

10. In 2013, Kinh Do bought a stake in Saigon Ve Wong Company, originating from Taipei and
occupying about 5% of Vietnam's noodle market with A-One brand.

…………………………………………………………………………………………………

11. In 2014, KDC announced that it would hold 24% of the shares of Vocarimex, Vietnam
Vegetable Oils Industry Corporation (Vocarimex), which owns 2 enterprises with a large market
share of Tuong An Company (trademark Tuong An) and Tan Binh (Nakydaco brand).

…………………………………………………………………………………………………

12. July 15, 2015- Kinh Do JSC transferred 80% of confectionery segment to foreign investor
Mondelez (USA), Kinh Do Joint Stock Company only owns 20% of Kinh Do Binh Duong Joint
Stock Company.

…………………………………………………………………………………………………

13. In 2015, Kinh Do also invested in Dong A Bank, Kinh Do spent VND 1,000 billion to buy 100
million Dong A Bank shares at par value.

…………………………………………………………………………………………………

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 CHAPTER 3: TRAIT APPROACH

BIG FIVE TRAITS TEST

BIG FIVE TRAITS test help you understand your traits including 5 factors (E (Extroversion), A
(Agreeableness), C (Conscientiousness), N (Neuroticism), and O (Openness).

Scoring the number for each question that you answer.

I describe myself, I am …….

Very Moderately Neither Moderately Very

Inaccurate Inaccurate Accurate Accurate Accurate

Nor

Inaccurate

1. Is talkative 1 2 3 4 5

2. Tends to find fault with others 1 2 3 4 5

3. Does a thorough job 1 2 3 4 5

4. Is depressed, blue 1 2 3 4 5

5. Is original, comes up with new 1 2 3 4 5

ideas

6. Is reserved 1 2 3 4 5

7. Is helpful and unselfish with 1 2 3 4 5

others

8. Can be somewhat careless 1 2 3 4 5

9. Is relaxed, handles stress well 1 2 3 4 5

10. Is curious about many 1 2 3 4 5

different things

11. Is full of energy 1 2 3 4 5

12. Starts quarrels with others 1 2 3 4 5

13. Is a reliable worker 1 2 3 4 5

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 14. Can be tense 1 2 3 4 5

15. Is ingenious, a deep thinker 1 2 3 4 5

16. Generates a lot of enthusiasm 1 2 3 4 5

17. Has a forgiving nature 1 2 3 4 5

18. Tends to be disorganized 1 2 3 4 5

19. Worries a lot 1 2 3 4 5

20. Has an active imagination 1 2 3 4 5

21. Tends to be quiet 1 2 3 4 5

22. Is generally trusting 1 2 3 4 5

23. Tends to be lazy 1 2 3 4 5

24. Is emotionally stable, not 1 2 3 4 5

easily upset

25. Is inventive 1 2 3 4 5

26. Has an assertive personality 1 2 3 4 5

27. Can be cold and aloof 1 2 3 4 5

28. Perseveres until the task is 1 2 3 4 5

finished

29. Can be moody 1 2 3 4 5

30. Values artistic, aesthetic 1 2 3 4 5

experiences

31. Is sometimes shy, inhibited 1 2 3 4 5

32. Is considerate and kind to 1 2 3 4 5

almost everyone

33. Does things efficiently 1 2 3 4 5

34. Remains calm in tense 1 2 3 4 5

situations

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 35. Prefers work that is routine 1 2 3 4 5

36. Is outgoing, sociable 1 2 3 4 5

37. Is sometimes rude to others 1 2 3 4 5

38. Makes plans and follows 1 2 3 4 5

through with them

39. Gets nervous easily 1 2 3 4 5

40. Likes to reflect, play with 1 2 3 4 5

ideas

41. Has few artistic interests 1 2 3 4 5

42. Likes to cooperate with others 1 2 3 4 5

43. Is easily distracted 1 2 3 4 5

44. Is sophisticated in art, music, 1 2 3 4 5

or literature

Instructions for scoring: Key items that are italicized R (e.g., 41R) should be reverse scored. To
reverse score an item, change 1 to 5, 2 to 4, 4 to 2, and 5 to 1. After reverse scoring, find the total
score for E (Extroversion), A (Agreeableness), C (Conscientiousness), N (Neuroticism), and O
(Openness). Important note:

No Openness No Conscientiousness No Extroversion No Agreeableness No Neuroticism

Max=50 Max=45 Max=40 Max=45 Max=40

5 3 1 2R 4

10 8R 6R 7 9R

15 13 11 12R 14

20 18R 16 17 19

25 23R 21R 22 24R

30 28 26 27R 29

35 33 31R 32 34R

40 38 36 37R 39

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 41R 43R 42

44

Sum

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 CHAPTER 2: TRAIT APPROACH

BÀI KIỂM TRA TÍNH CÁCH THEO THANG ĐO BIG FIVE

(BIG FIVE TRAITS TEST)

Thang đo Big Five giúp bạn phần nào hình dung tính cách bản thân. Đọc các câu nhận xét dưới
đây và cho điểm mỗi câu như sau:

Tôi thấy mình là người...

Rất Không Trung Đồng Rất

không đồng ý lập ý đồng ý
đồng ý

1. Nói nhiều 1 2 3 4 5

2. Hay tìm lỗi sai ở người khác 1 2 3 4 5

3. Làm việc kĩ lưỡng, chu đáo 1 2 3 4 5

4. Buồn phiền, chán nản 1 2 3 4 5

5. Sáng tạo, nghĩ ra nhiều ý tưởng mới 1 2 3 4 5

6. Kín đáo 1 2 3 4 5

7. Không ích kỉ và hay giúp đỡ người khác 1 2 3 4 5

8. Có thể hơi bất cẩn, cẩu thả 1 2 3 4 5

9. Thoải mái, đối phó với áp lực tốt 1 2 3 4 5

10. Tò mò về nhiều thứ khác nhau 1 2 3 4 5

11. Tràn đầy năng lượng 1 2 3 4 5

12. Bắt đầu tranh cãi với người khác 1 2 3 4 5

13. Làm việc đáng tin cậy 1 2 3 4 5

14. Có thể căng thẳng 1 2 3 4 5

15. Mưu trí, suy nghĩ sâu sắc 1 2 3 4 5

16. Tạo ra nhiều sự sôi nổi, náo động 1 2 3 4 5

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 17. Có bản chất hay tha thứ 1 2 3 4 5

18. Thường không sắp xếp gọn gàng 1 2 3 4 5

19. Lo lắng rất nhiều 1 2 3 4 5

20. Có trí tưởng tượng linh hoạt 1 2 3 4 5

21. Thường ít nói 1 2 3 4 5

22. Thường tin cậy người khác 1 2 3 4 5

23. Thường lười biếng 1 2 3 4 5

24. Ổn định cảm xúc, không dễ dàng bị buồn lòng 1 2 3 4 5

25. Có óc phát minh, sáng tạo 1 2 3 4 5

26. Có tính cách quyết đoán 1 2 3 4 5

27. Có thể lạnh lùng và xa cách 1 2 3 4 5

28. Kiên trì hoàn thành nhiệm vụ 1 2 3 4 5

29. Có thể trở nên buồn rầu hay Tâm trạng bất ổn 1 2 3 4 5

30. Quý trọng trải nghiệm mang tính nghệ thuật, 1 2 3 4 5

thẩm mỹ

31. Có lúc nhút nhát, rụt rè 1 2 3 4 5

32. Chu đáo và tử tế với hầu hết mọi người 1 2 3 4 5

33. Làm việc có hiệu quả 1 2 3 4 5

34. Giữ bình tĩnh trong những tình huống căng 1 2 3 4 5

thẳng

35. Thích những công việc đều đặn 1 2 3 4 5

36. Hoà đồng, thân thiện 1 2 3 4 5

37. Có lúc thô lỗ, bất lịch sự với người khác 1 2 3 4 5

38. Lên kế hoạch và đi theo nó 1 2 3 4 5

39. Dễ dàng bị lo lắng 1 2 3 4 5

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 40. Thích phản ánh và làm việc với ý tưởng 1 2 3 4 5

41. Có rất ít sở thích nghệ thuật 1 2 3 4 5

42. Thích hợp tác với người khác 1 2 3 4 5

43. Dễ mất tập trung 1 2 3 4 5

44. Tinh tế trong mỹ thuật, âm nhạc, hoặc văn học 1 2 3 4 5

Hướng dẫn: Sau khi cho điểm từng câu, hãy cộng các con số theo 5 mục riêng biệt dưới đây. Với
những câu có chữ “R”, bạn phải cộng điểm đổi ngược (ví dụ, nếu câu 35 bạn cho mình 1 thì đổi
thành 5; 2 đổi thành 4; 3 giữ nguyên; 4 đổi thành 2; và 5 đổi thành 1).

Tổng số điểm chỉ mức độ tính cách tương ứng với từng hạng mục của bạn.

Câu Sẵn Câu Tận tâm Câu Hướng Câu Dễ chịu Câu Tâm lí
sô sàng sô sô ngoại sô sô bất ổn
trải
nghiệm

Max=50 Max=45 Max=40 Max=45 Max=40

5 3 1 2R 4

10 8R 6R 7 9R

15 13 11 12R 14

20 18R 16 17 19

25 23R 21R 22 24R

30 28 26 27R 29

35 33 31R 32 34R

40 38 36 37R 39

41R 43R 42

44

Tổng

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 CHAPTER 2: TRAIT APPROACH

MBTI PERSONALITY TYPE TEST

SCORING

Col 1 Col 2 Col 3 Col 4 Col 5 Col 6 Col 7

A B A B A B A B A B A B A B
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31 32 33 34 35
36 37 38 39 40 41 42
43 44 45 46 47 48 49
50 51 52 53 54 55 56
57 58 59 60 61 62 63
64 65 66 67 68 69 70

Copy to Æ Copy to Æ Copy to Æ

1. Copy your answers to this answer key carefully.

2. Count the number of checks in each of the A and B columns, and total at the bottom.
3. Copy the totals for Column 2 to the spaces below the totals for Column 3.
Do the same for Columns 4 and 6.
4. Add totals downwards to calculate your totals.
5. Circle the letter with this highest score. This is your type.

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1.At a party do you: 11. In judging others are you more
swayed by:
a. Interact with many, including strangers
a. Laws than circumstances
b. Interact with a few, known to you
b. Circumstances than laws
2.Are you more:
12. In approaching others is your
a. Realistic than speculative
inclination to be somewhat:
b. Speculative than realistic
a. Objective
3.Is it worse to:
b. Personal
a. Have your “head in the clouds”
13. Are you more:
b. Be “in a rut”
a. Punctual
4.Are you more impressed by:
b. Leisurely
a. Principles
14. Does it bother you more having
b. Emotions things:

5. Are more drawn toward the: a. Incomplete

a. Convincing b. Completed

b. Touching 15. In your social groups do you:

6.Do you prefer to work: a. Keep abreast of other’s happenings

a. To deadlines b. Get behind on the news

b. Just “whenever” 16. In doing ordinary things are you

7. Do you tend to choose:
a. Rather carefully
b. Somewhat impulsively
8. At parties do you:
a. Stay late, with increasing energy
b. Leave early with decreased energy
9. Are you more attracted to:
a. Sensible people
b. Imaginative people
10. Are you more interested in:
a. What is actual
more likely to:
a. Do it the usual way
b. Do it your own way
17. Writers should:
a. “Say what they mean and mean what
they say”
b. Express things more by use of analogy
18. Which appeals to you more:
a. Consistency of thought
b. Harmonious human relationships
19. Are you more comfortable in
making:

b. What is possible a. Logical judgments

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b. Value judgments b. wait to be approached
20. Do you want things: 30. Common sense is:
a. Settled and decided a. rarely questionable
b. Unsettled and undecided b. frequently questionable
21. Would you say you are more: 31. Children often do not:
a. Serious and determined a. make themselves useful enough
b. Easy-going b. exercise their fantasy enough
22. In phoning do you: 32. In making decisions do you feel
more comfortable with:
a. Rarely question that it will all be said
a. standards
b. Rehearse what you’ll say
b. feelings
23. Facts:
33. Are you more:
a. “Speak for themselves”
a. firm than gentle
b. Illustrate principles
b. gentle than firm
24. Are visionaries:
34. Which is more admirable:
a. somewhat annoying
a. the ability to organize and be methodical
b. rather fascinating
b. the ability to adapt and make do
25. Are you more often:
35. Do you put more value on:
a. a cool-headed person
a. infinite
b. a warm-hearted person
b. open-minded
26. Is it worse to be:
36. Does new and non-routine
a. unjust
interaction with others:
b. merciless
a. stimulate and energize you
27. Should one usually let events occur:
b. tax your reserves
a. by careful selection and choice
37. Are you more frequently:
b. randomly and by chance
a. a practical sort of person
28. Do you feel better about:
b. a fanciful sort of person
a. having purchased
38. Are you more likely to:
b. having the option to buy
a. see how others are useful
29. In company do you:
b. see how others see
a. initiate conversation
39. Which is more satisfying:

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a. to discuss an issue thoroughly
b. to arrive at agreement on an issue
40. Which rules you more:
a. your head
b. your heart
41. Are you more comfortable with
work that is:
a. contracted
b. done on a casual basis
42. Do you tend to look for:
a. the orderly
b. whatever turns up
43. Do you prefer:
a. many friends with brief contact
b. a few friends with more lengthy contact
44. Do you go more by:
a. facts
b. principles
45. Are you more interested in:
a. production and distribution
b. design and research
46. Which is more of a compliment:
a. “There is a very logical person.”
b. “There is a very sentimental person.”
47. Do you value in yourself more that
you are:
a. unwavering b. devoted
48. Do you more often prefer the
a. final and unalterable statement
b. tentative and preliminary statement
49. Are you more comfortable:
@Ms. Duong Thi Hoai Nhung (FTU)
a. after a decision
b. before a decision
50. Do you:
a. speak easily and at length with strangers
b. find little to say to strangers
51. Are you more likely to trust your:
a. experience
b. hunch
52. Do you feel:
a. more practical than ingenious
b. more ingenious than practical
53. Which person is more to be
complimented – one of:
a. clear reason
b. strong feeling
54. Are you inclined more to be:
a. fair-minded
b. sympathetic
55. Is it preferable mostly to:
a. make sure things are arranged
b. just let things happen
56. In relationships should most things
be:
a. re-negotiable
b. random and circumstantial
57. When the phone rings do you:
a. hasten to get to it first
b. hope someone else will answer
58. Do you prize more in yourself:
a. a strong sense of reality
b. a vivid imagination
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59. Are you drawn more to:
a. fundamentals
b. overtones
60. Which seems the greater error:
a. to be too passionate
b. to be too objective
61. Do you see yourself as basically:
a. hard-headed
b. soft-hearted
62. Which situation appeals to you
more:
a. the structured and scheduled
b. the unstructured and unscheduled
63. Are you a person that is more:
a. routinized than whimsical
b. whimsical than routinized
64. Are you more inclined to be:
a. easy to approach
b. somewhat reserved
@Ms. Duong Thi Hoai Nhung (FTU)
65. In writings do you prefer:
a. the more literal
b. the more figurative
66. Is it harder for you to:
a. identify with others
b. utilize others
67. Which do you wish more for
yourself:
a. clarity of reason
b. strength of compassion
68. Which is the greater fault:
a. being indiscriminate
b. being critical
69. Do you prefer the:
a. planned event
b. unplanned event
70. Do you tend to be more:
a. deliberate than spontaneous
b. spontaneous than deliberate
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 CHAPTER 2: TRAIT APPROACH
TRẮC NGHIỆM TÍNH CÁCH PHƯƠNG PHÁP MBTI
Chọn câu trả lời phù hợp nhất với anh, chị/bạn!
1. Ở các bữa tiệc bạn thường 2. Bạn thấy mình là người thuộc loại nào
a) Nói chuyện với nhiều người, kể cả người lạ nhiều hơn?
b) Nói chuyện với số ít những người quen a) Thực tế
b) Mơ mộng
4. Bạn thường đối xử thế nào nhiều hơn? 5. Bạn thường
a) Công bằng a) Vô tư, không thiên vị
b) Đối xử tốt, theo tình cảm b) Cảm thông
7. Bạn sẽ lựa chọn 8. Tại các bữa tiệc, bạn thường
a) Rất cẩn thận a) Ở lại muộn, cảm thấy ngày càng khỏe khoắn
b) Phần nào theo cảm nhận b) Ra về sớm và cảm thấy mỏi mệt dần
10. Bạn thích 11. Về bản chất bạn thường
a) Dữ liệu, sự kiện thực tế a) Công bằng với mọi người
b) Các ý tưởng khác nhau b) Tốt với mọi người
13. Thường thì bạn là người 14. Trường hợp nào bạn cảm thấy nóng ruột
a) Đúng giờ và chuẩn mực hơn?
b) Thong thả a) Khi mọi việc chưa hoàn thành
b) Khi mọi việc đã hoàn thành
16. Bạn thường quan tâm tới 17. Bạn thích những tác giả
a) Những chi tiết cụ thể a) Nói thẳng điều định nói
b) Ý tưởng khái niệm b) Dùng nhiều câu chuyện để minh hoạ cho điều
họ nói
19. Khi đánh giá bạn thường 20. Bạn thường
a) Không để tình cảm cá nhân ảnh hưởng a) Sắp đặt công việc
b) Đa cảm, hay động lòng b) Khuyến khích các phương án khác nhau
22. Khi gọi điện thoại bạn 23. Sự kiện thực tế
a) Cứ gọi bình thường a) Tự nói lên mọi điều
b) Chuẩn bị trước những điều sẽ nói b) Thường cần có lời giải thích
@Ms. Duong Thi Hoai Nhung (FTU)
3. Bạn quan tâm đến điều gì nhiều hơn?
a) Dữ liệu, thực tế
b) Các câu chuyện
6. Bạn thích làm việc theo kiểu nào hơn?
a) Theo đúng thời hạn
b) Theo hứng
9. Bạn là người
a) Nhạy cảm
b) Suy nghĩ cẩn trọng
12. Lần đầu tiên tiếp xúc bạn thường
a) Im lặng và cảm thấy xấu hổ
b) Nói nhiều và tỏ ra thân thiện
15.Với những người bạn của mình, bạn
thường
a) Biết điều gì xảy ra đối với mọi người
b) Biết những điều đó cuối cùng
18. Về bản chất bạn thường
a) Vô tư, không thiên vị
b) Hay thương người
21. Bạn thường muốn
a) Các buổi hẹn có sắp đặt trước
b) Để mọi việc tự do, thoải mái
24. Bạn thường thích làm việc với
a) Những thông tin thực tế
b) Những ý tưởng trừu tượng
Page 19
 25. Bạn là người
a) Trầm tĩnh, lạnh lùng
b) Sôi nổi, sốt sắng
28. Bạn cảm thấy thoải mái hơn với
a) Bản thoả thuận viết trên giấy
b) Thoả thuận bằng lời và những cái bắt tay
31. Trẻ em thường không
a) Hoạt động có ích hết khả năng chúng có
b) Mơ mộng như đang có
34. Bạn có sắp xếp mọi thứ
a) Trật tự, ngăn nắp
b) Để chúng thoải mái, tự do
37. Bạn thường xuyên là người
a) Gắn với thực tế
b) Gắn với ý tưởng trừu tượng
40. Điều gì thúc đẩy bạn nhiều hơn
a) Trí óc của bạn
b) Trái tim của bạn
43. Bạn thích
a) Nhiều bạn bè với những cuộc trao đổi ngắn
b) Một bạn mới với cuộc nói chuyện dài
46. Bạn cảm thấy thoải mái hơn khi bạn
a) Khách quan
b) Tính tới tình cảm cá nhân
49. Bạn cảm thấy thoải mái hơn
a) Sau một quyết định
b) Trước một quyết định
@Ms. Duong Thi Hoai Nhung (FTU)
26. Bạn thường là người
a) Thực tế, vô tư hơn là thương xót, cảm thông
b) Thương xót cảm thông hơn là vô tư, thực tế
29. Ở nơi làm việc bạn thường
a) Là người bắt đầu các câu chuyện
b) Ngồi chờ người khác đến với mình
32. Bạn có thường
a) Suy nghĩ, luận giải chặt chẽ
b) Dễ xúc động
35. Bạn thấy điều gì có giá trị hơn
a) Điều chắc chắn, đã xác định
b) Điều chưa chắc chắn, còn thay đổi
38. Bạn bị cuốn hút vào việc gì nhiều hơn
a) Xem xét và hiểu các sự kiện
b) Phát triển ý tưởng mới
41. Bạn thấy thoải mái hơn với những công
việc
a) Theo hợp đồng
b) Theo phong thái thoải mái tự nhiên
44. Bạn bị cuốn hút bởi
a) Nhiều thông tin
b) Những giả thiết tuyệt vời
47. Bạn tự đánh giá mình là người
a) Rõ ràng và chắc chắn
b) Sẵn sàng hy sinh
50. Bạn có
a) Nói được nhiều chuyện, dễ dàng với người lạ
b) Thấy chẳng có gì nhiều để nói với người lạ
27. Bạn cảm thấy thoải mái hơn khi
a) Lập thời gian biểu rõ ràng
b) Cứ để mọi việc tự nhiên
30. Những nguyên tắc truyền thống
a) Thường đáng tin cậy
b) Thường làm ta sai phương hướng
33. Bạn có thường
a) Chắc chắn, chặt chẽ hơn là mềm mỏng, dễ
dãi
b) Mềm mỏng, dễ dãi hơn là chắc chắn, chặt
chẽ
36. Những mối quan hệ giao tiếp mới với
người khác
a) Khuyến khích và thúc đẩy bạn
b) Làm bạn cảm thấy bạn cần tìm một chỗ khác
để nghỉ và suy nghĩ
39. Điều gì làm bạn thoải mái hơn
a) Thảo luận mọi khía cạnh của một vấn đề
b) Tiến tới thoả thuận về một vấn đề
42. Bạn thích công việc được
a) Chuẩn xác và ngăn nắp
b) Mở cho nhiều giải thích khác nhau
45. Bạn quan tâm nhiều hơn tới
a) Sản xuất
b) Nghiên cứu
48. Bạn cảm thấy thoải mái hơn với
a) Lời phát ngôn cuối cùng
b) Những ý kiến, kiến nghị, thảo luận
51. Bạn có thường quan tâm tới
a) Dự liệu, sự kiện của một tình huống cụ thể
b) Các tình huống chung
Page 20
 52. Bạn có cảm thấy mình là người
a) Chân chất hơn là khéo léo
b) Khéo léo hơn là chân chất
55. Điều hoàn hảo nói chung là
a) Đảm bảo rằng mọi việc đều được sắp xếp có quy
củ
b) Cứ để mọi việc xảy ra tự nhiên
58. Điều gì có giá trị hơn? nếu có
a) Cảm nhận tốt về hiện thực
b) Trí tưởng tượng phong phú
61. Bạn có thấy mình thiên về bên nào hơn
a) Suy nghĩ rõ ràng, cẩn trọng
b) Có ý chí mạnh mẽ
64. Bạn là người
a) Dễ tiếp xúc, làm quen
b) Kín đáo
67. Bạn thường
a) Không định kiến
b) Thương người
70. Bạn có xu hướng
a) Cẩn trọng, chín chắn hơn là tự do
b) Tự do hơn là cẩn trọng, chín chắn
@Ms. Duong Thi Hoai Nhung (FTU)
53. Bạn thực sự là người của
a) Những luận giải rõ ràng
b) Những cảm nhận tình cảm mạnh mẽ
56. Có phải cách làm việc của bạn là
a) Mọi việc cần được giải quyết đúng hạn
b) Trì hoãn giải quyết công việc
59. Bạn có thiên hướng về
a) Sự kiện, dữ kiện
b) Suy luận
62. Bạn có
a) Lập thời gian biểu cho các công việc
b) Việc gì đến thì làm
65. Bạn thấy vui sướng với
a) Những kinh nghiệm được người khác trao đổi
b) Những ý tưởng kỳ quặc
68. Bạn thực sự là người
a) Công minh hơn là nhân hậu
b) Nhân hậu hơn là công minh
54. Bạn có thiên hướng về
a) Suy nghĩ vô tư, công minh
b) Cảm thông
57. Khi chuông điện thoại reo, bạn có
a) Trả lời điện thoại trước
b) Hy vọng ai đó sẽ trả lời
60. Khi đánh giá bạn thường
a) Trung lập
b) Độ lượng, khoan dung
63. Bạn là người có thiên hướng nào hơn
a) Làm việc vào nền nếp hàng ngày
b) Tự do
66. Khi viết, bạn thích
a) Sự rõ ràng, trong sáng
b) Những ý tưởng thông minh
69. Bạn là người
a) Hay đưa ra những đánh giá bất ngờ
b) Trì hoãn việc đánh giá
Page 21
 Mỗi ô đánh dấu bằng 1 điểm, bạn cộng điểm của từng hàng dọc và điền vào ô in đậm cuối hàng
a b a b a b a b a b a b a b
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31 32 33 34 35
36 37 38 39 40 41 42
43 44 45 46 47 48 49
50 51 52 53 54 55 56
57 58 59 60 61 62 63
64 65 66 67 68 69 70

E I S N S N T F T F J P J P

@Ms. Duong Thi Hoai Nhung (FTU) Page 22

 CHAPTER 4: SKILLS APPROACH- LEADERSHIP

PRACTICE 1: SKILLS INVENTORY

Instructions: Read each item carefully and decide whether the item describes you as a person.
Indicate your response to each item by circling one of the five numbers to the right of each
item.

Key: 1 = Not true, 2 = Seldom true, 3 = occasionally true, 4 = somewhat true, 5 = Very true

1 2 3 4 5

1 I enjoy getting into the details of how things work. 1 2 3 4 5

2 As a rule, adapting ideas to people’s needs is easy for me. 1 2 3 4 5

3 I enjoy working with abstract ideas. 1 2 3 4 5

4 Technical things fascinate me. 1 2 3 4 5

5 Being able to understand others is the most important part of 1 2 3 4 5

my work.

6 Seeing the big picture comes easy for me. 1 2 3 4 5

7 One of my skills is being good at making things work 1 2 3 4 5

8 My main concern is to have a supportive communication 1 2 3 4 5

climate.

9 I am intrigued by complex organizational problems 1 2 3 4 5

10 Following directions and filling out forms comes easily for me. 1 2 3 4 5

11 Understanding the social fabric of the organization is important 1 2 3 4 5

to me.

12 I would enjoy working out strategies for my organization’s 1 2 3 4 5

growth.

13 I am good at completing the things I’ve been assigned to do. 1 2 3 4 5

14 Getting all parties to work together is a challenge I enjoy. 1 2 3 4 5

15 Creating a mission statement is rewarding work 1 2 3 4 5

16 I understand how to do the basic things required of me 1 2 3 4 5

17 I am concerned with how my decisions affect the lives of 1 2 3 4 5

others.

@Ms. Duong Thi Hoai Nhung (FTU) Page 23

 18 Thinking about organizational values and philosophy appeals 1 2 3 4 5
to me.

Scoring

The skills inventory is designed to measure three broad types of leadership skills: technical,
human, and conceptual. Score the questionnaire by doing the following.

Total scores: Technical skill ____ Human skill ____ Conceptual skill ___

No. Technical skills No. Human skills No. Conceptual skills

1 2 3

4 5 6

7 8 9

10 11 12

13 14 15

16 17 18

Sum

@Ms. Duong Thi Hoai Nhung (FTU) Page 24

 CHAPTER 4: SKILLS APPROACH- LEADERSHIP

PROBLEM SOLOVING AND DECISION MAKING SKILLS

PRACTICE 2: RECRUITING PROBLEMS IN POWER COMPANY

Power Company is recruiting an engineer for the technical department to replace the person
who has just retired. Through the interview process, there are 2 qualified candidates: Mr. Thanh
and Mr. Loc. After consulting between Human Resources Manager and Technical Manager,
the company decided to choose Mr. Thanh because of the salary he proposed in accordance
with the company's current pay policy. While Mr. Loc had more experience but he required
higher pay level than prescribed.

Before recruiting, the HR Manager discussed with the Director of the company about the
allowable salary to negotiate with the candidate, and the Director confirmed that he only
receives candidates who request the salary in the company's payroll policy.

HR Manager sent a letter of thanks to Mr. Loc and wrote a letter inviting Mr. Thanh to come
to work early next week. Suddenly, the Director called HR Manager to say that he changed his
mind and decided: choose Mr. Loc because maybe in the future he will support the training of
newly graduated engineers working in the company. The Director accepted the salary that Mr.
Loc suggested and asked the HR Manager to receive procedures.

HR Manager is very confused; do not know how to invite Mr. Loc to work because the Manager
knows he just got a job at another company. The HR manager faces with dilemma when he
doesn't know how to refuse to Mr. Thanh?

Questions:

1. What is the problem in this case study?

2. How will you handle if you are HR Manager?

@Ms. Duong Thi Hoai Nhung (FTU) Page 25

 CHAPTER 4: SKILLS APPROACH- LEADERSHIP

SOCIAL JUDGMENT SKILLS

SCENARIO 1:

Competency being measured: Coping With Challenging Situations

You are doing a stint on the till on a busy Saturday afternoon. You are working on the main
bank of tills at the exit to the shop where customers from all parts of the shop can go to purchase
their items. Suddenly the credit card transaction system stops working and one of the team
leaders tells you that it will be 15 minutes until the system provider can fix the problem. There
is a long queue of customers waiting.

Review the following responses A to D and indicate which one you believe to be the response
to the situation you would be ‘most likely to make’ and the response to the situation which you
would be ‘least likely to make’.

Most likely to Least likely to

do do
A. Talk to the team leader and suggest that someone goes down
the line of customers informing them of the problem and how
long it will take to resolve. This will save customers queuing up
in case they have no cash or chequebook on them.
B. Continue serving customers and apologise about the lack
of availability of credit card payment.
C. Ask the team leader what to do.
D. Take the opportunity to take your afternoon tea break as it
appears that most customers will have to come back later when
the system is working again.

SCENARIO 2:

Competency being measured: Influencing Others

It is 10am. A customer has been in the department for the past 45 minutes looking at
dishwashers and asking you for advice and information on makes and models. She has three
children and her husband works from home so she needs a machine that will be robust and can
endure a lot of use. She has a budget of £300.

You have shown her the two most suitable machines. One is a cheaper model costing £299
which is fine but will probably last only 2 or 3 years with the high level of use she is describing.
There is also a model which is of far superior quality which came on the market at an
introductory offer price of £350 two weeks ago; the offer ends today and the model will revert
to its normal price of £499 when the shop closes today. You believe that this model will last

@Ms. Duong Thi Hoai Nhung (FTU) Page 26

her and her family between 5 and 8 years of use. The customer is unsure about the extra £50
over her budget allocation and says she feels uncomfortable buying at the higher price without
consulting her husband.

Review the following responses A to E and indicate whether you believe the response to be
Very Effective, Effective, Slightly Effective, Ineffective or Counterproductive. You may
assign each rating only once.

Very Effective Slightly Ineffective Counter-

Effective Effective productive

A. Say that you can understand her

worries and perhaps she should give her
husband a call to discuss it with him.
Remind her of the savings on the 'offer'
machine, in that its longevity will be
twice that of the cheaper model. So, in
other words, she could spend nearly £600
for 6 years' use with the other model (as
she'll have to replace it after 3 years) or
£350 for 6 years' use with the superior
model.
B. Say that you are very worried she
will miss out on this deal if she doesn't
make a decision soon.
C. Leave the customer to ponder her
decision.
D. Say that it is often better to buy a
quality item than a 'cheap and cheerful'
one.
E. Remind the customer of the 'real'
savings she would make if she
purchased the more expensive but
better quality machine. Over 6 years
she would be paying £350 instead of
£600 for two cheaper machines.

@Ms. Duong Thi Hoai Nhung (FTU) Page 27

 CHAPTER 5: BEHAVIOR APPROACH

PRACTICE 1: TASK VS. RELATIONSHIP BEHAVIOR

Objectives

1. Students will complete leadership dimension exercise to discover their preference of

task or relationship behavior.

2. Students will consider how group members relate to leaders who work in one
dimension or the other.

Lead this Group!

There are many possible ways for a leader to respond to situations that have developed
within a group. How would you respond to these scenarios if you were the group leader?
For each situation circle one of the four actions – your most likely response.

1. Stress to them how important it is to

complete tasks and use the procedures in
Situation 1
place to complete the work of the group.
Members of your working group are not
2. Make yourself available to the group
responding lately to your friendly
members for discussion but don’t push
conversation and concern for their
yourself or the group.
happiness. Their performance as group
members has become weak and they are 3. Talk with the group and develop group
losing interest in the group process. goals.

4. Do not intervene at all.

1. Have friendly discussions with group

members but make sure that everyone
Situation 2
knows the responsibilities and
The work group’s performance is expectations for the work group.
improving.
2. Do not take any action.
You have been taking time to make sure
3. Try to make the group members feel
that the group members know their
important and involved.
responsibilities and what you expect of
them. 4. Emphasize how important it is to meet
deadlines and complete tasks.

@Ms. Duong Thi Hoai Nhung (FTU) Page 28


Situation 3
The group members are having trouble
solving a problem themselves. Most 3. Act quickly and strongly to fix the
times you have left them alone to solve problem and find a solution.
problems. Up until now, group members
have had strong relationships.
Situation 4
The group needs a change. You know that
the group has had many positive
accomplishments and a change would be
good to reward them and keep them
motivated.
Situation 5
Over the last few weeks the group has
been losing interest. Individuals are not
concerned with getting the job done.
When this happened before, you
reviewed the group’s goals but you must
constantly remind the group of timelines
and their responsibilities.
Situation 6
@Ms. Duong Thi Hoai Nhung (FTU)
1. Get the group together and try to solve
the problem as a whole problem.
2. Let the group work it out.
4. Be supportive and let the group work
out the problem.
1. Allow the group to be involved in the
change process.
2. Tell the group that it is time for a
change, what change you have planned
and then closely supervise the process.
3. Tell the group about the change and let
the group decide how they will
implement it.
4. Ask the group for recommendations
and then as the leader begin to direct the
change.
1. Let the group decide which direction
they need to take.
2. Take group’s recommendations but as
the leader you must make sure that jobs
get done.
3. Meet with individuals and review their
tasks with them. Monitor each group
member’s work performance.
4. Organize a social get-together.
1. Talk with each group member
personally to try to get to know them
better.
Page 29
 You have become the leader of a very
productive group. The previous leader
was very demanding and authoritarian.
You would like to come across as a more
democratic leader.
Situation 7
You are thinking about changing to a new
structure that will give the group
members new task assignments. Group
members have made suggestions about
needed changes and seem to be flexible
with the overall idea.
Situation 8
Relationships between group members 2. Discuss the situation with the group
are good. You feel that you are not really and then implement changes if needed.
leading the group because they don’t
really need you.
Situation 9
You are the new leader of a group that is
not meeting its deadlines for task
completion. They are unsure about group
goals, attendance is poor and more time is
spent at meetings catching up with gossip
than following the agenda. You feel the
group has the potential to be effective.
@Ms. Duong Thi Hoai Nhung (FTU)
2. Make sure the group understands the
importance of deadlines and tasks.
3. Do not involve yourself with the group.
4. Involve yourself with the group and the
decision-making but make sure that the
assigned tasks will be completed.
1. Define the change and carefully
monitor its implementation.
2. Participate with the group in creating
what the change will be and let the group
put the plan in place.
3. Be willing to make changes that the
group suggests but keep control of how
the changes take place.
4. Leave the group alone. Leave the
changes on the “back burner.”
1. Leave the group alone to function.
3. Assert yourself more as the leader.
4. Discuss how you feel with the group
but do not tell them what to do.
1. Let the group work it out.
2. Ask the group for recommendations,
use them, but above all, make sure goals
are met.
3. Review the group’s goals and make
sure the tasks are completed.
4. Have the group involved in setting
goals.
Page 30
 1. Let the group discuss and make
changes to responsibilities. Do not take
Situation 10
control of the discussion.
Group members are usually responsible
2. Let the group know your expectations
but
and then monitor the group members
lately they have become lazy and do not individually.
listen to your instructions.
3. Leave the situation alone.

4. Ask the group for input and then make

sure the new expectations are met.

1. Begin to lead the group in a well-

organized manner.

2. Involve the group members in the

Situation 11
decision-making process and reinforce
You are the new group leader. The last their positive contributions.
one did not get involved with the group or
3. Discuss the group’s past activities with
their activities. The group has formed
them and decide if there is a need for
strong relationships.
changes.

4. Let the group continue to function with

little input from you.

1. Think of a solution, try it out and ask

for feedback.

Situation 12
2. Let the group work out the problem
You have been warned that some group
themselves.
members are upset with each other and
won’t work together. Up until now the 3. Act quickly, be firm to correct the
group has been cohesive and effective. problem and get the group back on task.

4. Participate with the group in problem-

solving and provide support.

@Ms. Duong Thi Hoai Nhung (FTU) Page 31

Determining Your Leadership Dimension Quadrant:

Record your answers in the table below. For each situation, circle the number that you
chose. In the totals area, record the number of circled numbers in each column. Note:
the total of all 4 columns adds to 12.

Situation 1 1 3 2 4

Situation 2 4 1 3 2

Situation 3 3 1 4 2

Situation 4 2 4 1 3

Situation 5 3 2 4 1

Situation 6 2 4 1 3

Situation 7 1 3 2 4

Situation 8 3 2 4 1

Situation 9 3 2 4 1

Situation 10 2 4 1 3

Situation 11 1 3 2 4

Situation 12 3 1 2 4

TOTAL

QUADRANT 1 2 3 4

@Ms. Duong Thi Hoai Nhung (FTU) Page 32

The columns match the quadrants in the following graph.

Reflection:
• What was your dominant quadrant? _______________
• Do your results on this exercise match how you perceive yourself as a leader?
_________________
• Discuss situational leadership with the class. As a follow up, use this simple test
to determine the student’s situational leadership style

@Ms. Duong Thi Hoai Nhung (FTU) Page 33

 CHAPTER 5: BEHAVIOR APPROACH

PRACTICE 2: LEADERSHIP STYLES QUESTIONNAIRE

(Authoritarian, Democratic, Laissez-faire Leadership Styles)

Purpose

1. To identify your style of leadership

2. To examine how your leadership style relates to other styles of leadership

Directions

1. For each of the statements below, circle the number that indicates the degree to which you
agree or disagree.

1. Strongly disagree 4.Agree

2. Disagree 5.Strongly agree

3. Neutral

2. Give your immediate impressions. There are no right or wrong answers

Statement 1 2 3 4 5

1. Employees need to be supervised closely, or they are not likely to do 1 2 3 4 5

their work.

2. Employees want to be a part of the decision-making process 1 2 3 4 5

3. In complex situations, leaders should let subordinates work problems out 1 2 3 4 5

on their own

4. It is fair to say that most employees in the general population are lazy 1 2 3 4 5

5. Providing guidance without pressure is the key to being a good leader 1 2 3 4 5

6. Leadership requires staying out of the way of subordinates as they do 1 2 3 4 5

their work

7. As a rule, employees must be given rewards or punishments in order to 1 2 3 4 5

motivate them to achieve organizational objectives

8. Most workers prefer supportive communication from their leaders 1 2 3 4 5

9. As a rule, leaders should allow subordinates to appraise their own work 1 2 3 4 5

10. Most employees feel insecure about their work and need direction 1 2 3 4 5

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 11. Leaders need to help subordinates accept responsibility for completing 1 2 3 4 5
their work

12. Leaders should give subordinates complete freedom to solve problems 1 2 3 4 5

on their own

13. The leader is the chief judge of the achievements of the members of the 1 2 3 4 5
group

14. It is the leader’s job to help subordinates find their “passion.” 1 2 3 4 5

15. In most situations, workers prefer little input from the leader 1 2 3 4 5

16. Effective leaders give orders and clarify procedures. 1 2 3 4 5

17. People are basically competent and if given a task will do a good job 1 2 3 4 5

18. In general, it is best to leave subordinates alone 1 2 3 4 5

Scoring:

Statements Score Statements Scores Statement Scores

1 2 3

4 5 6

7 8 9

10 11 12

13 14 15

16 17 18

Authoritarian Democratic Laissez-faire

leadership leadership leadership

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 CHAPTER 6: SITUATIONAL APPROACH

PRACTICE 1: SITUATIONAL LEADERSHIP CASE STUDIES

Read each case study and determine what action you think would be most appropriate for the
leader to take in the situation. Rank your answers from 1-4 with #1 being the most appropriate
leadership response and #4 the least appropriate leadership response.

1. You serve as the Project Director in your department and have been assigned
responsibility to design and implement a new initiative. You have hired/recruited a
Project Team that is eager to begin work with you in developing and implementing the
new initiative. You have scheduled a series of planning meetings with your Team. At these
first meetings of the Team, YOU WOULD. . .

_____ a) Make sure that you define the responsibilities of the team, present an overview of the
design process you are going to use, direct the work of the team in developing the new project,
and closely monitor progress in implementing the project.

_____ b) Direct the work of the team in designing and implementing the new project and
encourage team members to work together by recommending ideas, making decisions on the
final design, and implementing the project.

_____ c) Facilitate the work of the team by encouraging cooperation and involvement of all
team members as they design and implement the new project.

_____ d) Allow the team to design and implement the project on their own with your support
and with the resources that you have given them.

2. The Team that you coordinate as Project Director has been working well together over
the past year to design and implement the organization’s plans and projects with your
input and facilitation. As the new year begins a number of new projects are being
introduced and several new members are being added to the team who do not have
previous experience with your projects. YOU WOULD. . .

_____ a) Use several Team meetings to direct the work of the team in creating the new
programs, while teaching the new members about the organization’s work and their new role.
Then work to closely monitor the performance of the entire team as they introduce the new
projects.

_____ b) Guide the entire team in creating the new projects, incorporate the ideas and
suggestions of all team members, encourage effective teamwork, and take time to introduce the
new team members.

_____ c) Welcome the new members to the team, put them with other members of the team
who can help them learn how to design and implement the organization’s projects, while you
facilitate team development and teamwork.

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_____ d) Ask if there is anything you can do to help the new members and support their
excitement about being new team members.

3. As Project Director you have worked closely with one of your teams for several years.
Their work is excellent and the team gets along well together. Recognizing their abilities,
you feel they can now work more on their own. You have begun this year to redirect your
energies to other projects and teams, and they have continued to work effectively. You
must now ask them to accept additional tasks and responsibilities. YOU WOULD. . .

_____ a) Assign them the new responsibility, make sure they know what to do, and supervise
them closely.

_____ b) Give them the new responsibility. Tell them that you are pleased with their past
performance and that you are sure they will do well with this new responsibility. Facilitate the
team’s meetings.

_____ c) Make sure they know what you want them to do, but incorporate any helpful
suggestions they have.

_____ d) Let them determine how to complete the new responsibility and be available to
support them and provide the information and resources that will be needed.

4. You have just been appointed Project Director. One of the teams that you are about to
lead has worked together for several months. You have found that the team is beginning
to perform effectively on the tasks assigned to them but somewhat overwhelmed by the
project and the demands of working together as a team. You are unsure about how you
fit into the group and what your role should be. YOU WOULD. .

Rating

_____ a) Assume the leadership of the team, direct the design and implementation of its
projects and tasks, and closely monitor their performance.

_____ b) Facilitate the planning and implementation of the team’s work and develop the ability
of team members to work together.

_____ c) Do what you can to make the team feel important and involved, and support their
continued work.

_____ d) Attend the team meetings, but let the team continue to work as it has in the past year.

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 CHAPTER 6: SITUATIONAL APPROACH

PRACTICE 2: SITUATIONAL LEADERSHIP QUESTIONNAIRE

Instructions: Look at the following four leadership situations and indicate what the
development level is in each situation, which leadership style each response represents, and
which leadership style is needed in the situation (i.e., action A, B, C, or D).

Situation 1

Because of budget restrictions imposed on your department, it is necessary to consolidate. You

are thinking of asking a highly capable and experienced member of your department to take
charge of the consolidation. This person has worked in all areas of your department and has
the trust and respect of most of the staff. She is very willing to help with the consolidation.

A. Assign the project to her and let her determine how to accomplish it.

B. Assign the task to her, indicate to her precisely what must be done, and supervise her work
closely.

C. Assign the task to her and provide support and encouragement as needed.

D. Assign the task to her and indicate to her precisely what needs to be done but make sure you
incorporate her suggestions.

Development level ____________ Action ____________

Situation 2

You have recently been made a department head of the new regional office. In getting to know
your departmental staff, you have noticed that one of your inexperienced employees is not
following through on assigned tasks. She is enthusiastic about her new job and wants to get
ahead in the organization.

A. Discuss the lack of follow-through with her and explore the alternative ways this problem
can be solved.

B. Specify what she must do to complete the tasks but incorporate any suggestions she may
have.

C. Define the steps necessary for her to complete the assigned tasks and monitor her
performance frequently.

D. Let her know about the lack of follow-through and give her more time to improve her
performance.

Development level ____________ Action ___________

Situation 3

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Because of a new and very important unit project, for the past 3 months you have made sure
that your staff members understood their responsibilities and expected level of performance,
and you have supervised them closely. Due to some recent project setbacks, your staff members
have become somewhat discouraged. Their morale has dropped, and so has their performance.

A. Continue to direct and closely supervise their performance.

B. Give the group members more time to overcome the setbacks but occasionally check their
progress.

C. Continue to define group activities but involve the group members more in decision making
and incorporate their ideas.

D. Participate in the group members’ problem-solving activities and encourage and support
their efforts to overcome the project setbacks.

Development level ____________ Action ____________

Situation 4

As a director of the sales department, you have asked a member of your staff to take charge of
a new sales campaign. You have worked with this person on other sales campaigns, and you
know he has the job knowledge and experience to be successful at new assignments. However,
he seems a little unsure about his ability to do the job.

A. Assign the new sales campaign to him and let him function on his own.

B. Set goals and objectives for this new assignment but consider his suggestions and involve
him in decision making.

C. Listen to his concerns but assure him he can do the job and support his efforts.

D. Tell him exactly what the new campaign involves and what you expect of him, and supervise
his performance closely.

Development level ____________ Action ____________

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 CHAPTER 7: TRANSFORMATIONAL LEADERSHIP APPROACH

PRACTICE 1: CASE- TRANSFORMATIONAL LEADER AS ELON

MUSK
Background:
Elon Musk, 46, is an entrepreneur and businessman whose technological ideas have changed
the world we live in. He is a native of South Africa but spent time in Canada before moving
to the United States where he now has his citizenship. He has a Bachelor of Arts/Science
degree from the University of Pennsylvania and was accepted to graduate school but dropped
out to start his first company. Musk is known for several companies which he has led. He
founded X.com (later known as PayPal) which he sold for $1.5 billion to eBay. He is widely
known for leading Tesla Motors and SpaceX. Telsa Motors sells fully-electric vehicles and
the efforts of his company has pushed them to achieve best in class electric vehicles. SpaceX
is putting forth efforts to make space travel available for humans (Biography.com, 2018).

Elon Musk as a transformational leader:

When looking at the leadership characteristics described in the transformational leadership
theory: vision, rhetorical skills, image and trust building, and personalized leadership; one can
see how Elon Musk is considered one of the great transformational leaders.
Vision: He creates an incredible vision for the future, that he conveys to his followers. To say
that Elon Musk is simply “future oriented” would be an understatement. He has devoted his
life to the betterment of mankind through working towards more environmentally friendly
ideas such as electric cars, underground networks for traffic in larger cities, the hyperloop,
space travel, and solar energy. His unwillingness to accept the current status quo for travel and
environmental resourcefulness is the epitome of a transformational leader.
Rhetorical Skills: Elon Musk does an amazing job at conveying his vision to his
followers. Because of this, his followers are motivated to “go the extra mile” in pursuit of the
company’s vision. Musk has been described as a very demanding boss; but one who pushes
his followers to the absolute peak of their abilities. One employee of Musk’s describes the
moments when he is “pushing an individual to the next level:”
Image and Trust-Building: The image that Elon Musk conveys to his followers is certainly
that of an amazing leader. Self-confidence, moral conviction, personal example, and self-
sacrifice are all traits that Elon Musk exudes to those who work for him. He is incredibly
confident in each on of his projects, no matter how outrageous they may seem. His moral
conviction is what drives him at all times to “spearhead” the changes for a better world. The
terms “personal example” and “self-sacrifice” barely hold a candle to what Elon Musk has
displayed in his mission to change the world. Musk showed his team he is not afraid to
work. A former head of talent acquisition for Space-X has said in an interview that Musk
would sometimes work 100-hour work weeks.
Personalized Leadership: Being sensitive to the emotional states of one’s followers is an
important part of transformational leadership. Even though Musk is sometimes tough on
employees in order to raise them to the next higher level, he always stayed focused on the
mission, and “never veered into personal attacks” (Feloni, 2014). There is one story about an

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employee who was injured on the production line at a Tesla facility. Here is an excerpt from a
company wide email he sent only a few days after the reported injury:
"No words can express how much I care about your safety and wellbeing. It breaks my heart
when someone is injured building cars and trying their best to make Tesla successful."
"Going forward, I've asked that every injury be reported directly to me, without exception. I'm
meeting with the safety team every week and would like to meet with every injured person as
soon as they are well, so that I can understand from them exactly what we need to do to make
it better. I will then go down to the production line and perform the same task that they
perform."
"This is what all managers at Tesla should do as a matter of course. At Tesla, we lead from the
front line, not from some safe and comfortable ivory tower. Managers must always put their
team's safety above their own" (Muoio, 2017).

Image 1: https://twitter.com/elonmusknewsorg/status/771913142632865792
Transformational Leadership Factors
1. ………………………………- Elon Musk is strong moral character, values, work ethic,
never give up attitude, and his unwavering will to support the mission over his own self-
interests. His charismatic personality is evident through his fascinating storytelling that
emphasizes how each individual’s life will be enhanced through his vision. Whether they are
stories of a society full of electric, autonomous vehicles, solar energy, or mankind inhabiting
Mars, it is easy for followers to become enveloped in his vision. This motivates all of his
followers to work harder than they ever thought possible in order to achieve these goals.
2. ……………………………....: When considering Elon Musk’s leadership strengths, one
would be remiss if the word “inspirational” was not included within an otherwise already
impressive list. Leaders who communicate high expectations to followers, raising their
followers’ motivation to share in the vision the leader has for the organization is known as
inspirational leadership. “I’m not trying to be anyone’s savior. I’m just trying to think about
the future and not be sad . . . I just think there have to be reasons that you get up in the morning
and you want to live. Like, why do you want to live? What’s the point? What inspires you? . .
. The value of inspiration is very much underrated.” (Leberecht, T., (2017).

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Perhaps one of the hardest positions for a leader is inspiring followers after a failure. Along
with his many successes, there have, indeed been failures. For example, after the SpaceX
Falcon 1 rocket failed to reach orbit in 2008, a third failed attempt, one might imagine that his
employees were disheartened. In a now well-known quote, Elon Musk stated that, “for my
part, I will never give up and I mean never. (Hsu, J., (August 3, 2008). While some leaders
make press statements after successes – and failures – Elon Musk’s statement was read not just
to reporters but also to SpaceX employees. (Hsu, 2008).
Just a few short months later, cheers erupted from SpaceX employees as the rocket successfully
reached each stage of launch, culminating in the rocket successfully reaching orbit. (Malik, T.,
Sept. 28, 2008) and since then have had several more successes for which to cheer:
According to reports, after the failure to reach orbit in August 2008, “morale had hit rock
bottom.” (Leberecht, 2017). After Elon Musk’s now famous quote that he would “never give
up,” his team was revitalized and roared to success only a few short months later.
3………………………………………………: stimulates followers creativity and innovation
and invites followers to challenge not only their own limits but those of the leader and the
organization. It is hard to pinpoint any specific point in Elon Musk’s career which could not
be described as intellectual leadership. After all, this is a man who founded SpaceX with the
simple goal of colonizing Mars and opening up interplanetary civilization which up to now was
a goal of some but for most was merely a pipedream fueled by science fiction and childhood
fantasies. Elon Musk took those pipedream ideas and established short, medium, and long-
term plans for SpaceX – beginning with building a company to build a functional
rocket. (Oremus, 2017).
In addition to founding PayPal, SpaceX, and Tesla, Musk has two recent groundbreaking
highly technologically intellectual ventures. In 2012, Musk famously gave out his plans for
the hyperloop so companies could further advance the concept. The hyperloop is an
underground vacuum tube that sends passengers from one point to another at several hundred
miles per hours. Musk recently received approval to build a tunnel in Maryland, Washington
D.C., and New York. Purportedly, the hyperloop can send passengers from New York to
Washington D.C. in 29 minutes (Hauser, 2017). On July 20, Musk announced on Twitter he
will use one of his other companies called “The Boring Company” which uses advanced
tunneling technology in order to dig the tunnel.

Elon Musk via Instagram

Lastly and most impressively, Musk has another company called “Neuralink” which is a brain-
machine interface (BMI) development company. The mission of the company is to develop to
create micron-sized devices which can be implanted into the brain.
In 2017 Musk stated “We are aiming to bring something to market that helps with certain severe
brain injuries (stroke, cancer lesion, congenital) in about four years" (Lawler, 2017). This
company could revolutionize a myriad of neural conditions, quadriplegia and paraplegia as
well as Parkinson’s disease, and potentially even deep depression.
Encouraging followers to try new approaches and develop innovative ways of dealing with
organizational issues, Elon Musk set forth short, medium and long-term plans for Tesla. As
one author so aptly stated, “Musk sets his sights so high that he could fall far short and still
emerge with a tremendously successful enterprise.” (Oremus, 2017). This success does not,
however, mean that Elon Musk is all rainbows and happy visions – in 2017, Tesla fired about

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700 workers because of substandard performance reviews. “At every company in the world,
there’s annual performance reviews . . . [Y]ou can’t be a little guy and have equal levels of skill
as a big guy.” (Korosec, K, Nov. 2, 2017). Elon Musk responded to questions by continuing
that, “[S]o the little guy better have a heck of a lot more skill or he’s going to get clobbered. So,
that is why our standards are high. They’re not high because we believe in being mean to
people. They’re high because if they’re not high, we will die.” (Kerosec, 2017). He also noted
that these 700 employees accounted for only 2% of Tesla employees and that “several thousand
employees were promoted, and almost half of those promotions were in
manufacturing.” (Kerosec, 2017).
4………………………………………….: A leader who takes the time to understand the
concerns of their team is using the Individualized Consideration factor. Leaders can lead from
their corner office and just hand out direction to their team and expect the work to get done. A
leader showing individualized consideration takes the time to understand the job the team
does. When there are pain points, the leader learns what is causing the pain points and tries to
make those pain points go away. Musk is known for his individualized consideration. The
aforementioned letter that he wrote to the factory employees about an injury that occurred on
his production line shows this leadership. In the letter, he tells the employees that he is
concerned with their well being and does not want any injuries to occur. Musk didn’t just say
the words to simply make the team feel better; he described the actions he would personally
take to ensure his team is safe in the workplace.

Conclusion:
In closing we defined Transformational Leadership, discussed the theory and factors which are
idealized influence, inspirational motivations, intellectual stimulation, and individualized
consideration. We discussed the contributions to transformational leadership literature of
James MacGregor Burns and the strengths and weaknesses of the theory. In order to fully
understand the potential impact a transformational leader can have on an organization, country,
and even the entire world we applied the theory conducting an in-depth analysis of one of the
most influential transformational leaders of our time, Elon Musk. Elon Musk has changed the
world in several areas and his current initiatives will change the world in several other
areas. He changed how we pay for goods, changed space travel, may be the first to colonize
another planet, changed mass high speed transit, battery technology, and is changing how the
world thinks about the human brain.

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 CHAPTER 6: TRANSFORMATIONAL LEADERSHIP APPROACH

PRACTICE 2: TRANSFORMATIONAL LEADERSHIP QUIZ

Read each statement and rate yourself honestly according to the following scale:
1=strongly disagree 2=sometimes disagree 3=neutral 4=usually agree 5=strongly agree
Statement 1 2 3 4 5

1. I would never require a follower to do something that I

wouldn’t do myself.

2. Inspiring others has always come easy to me.

3. My followers would say that I am very attentive to their

needs and concerns.

4. Team creativity and innovation are the keys to success.

5. My followers would say that they know what I stand for.

6. My followers have told me that my enthusiasm and positive

energy are infectious.

7. Even though I could easily do a task myself I delegate it to

expand my follower’s skills.

8. I encourage my followers to question their most basic way

of thinking.

Calculate Your Results

Step 1: Calculate your overall score and read analysis below. Calculation:
Total score from page 1: _____ ÷ 8 = Overall Average Score: _____

Step 2: Drill down further by calculating your domain scores as indicated in each box.

Transformational Leadership Factors Items Item Average

scores Scores

Idealized Influence – the leader serves as an ideal role model for 1

followers; the leader “walks the talk” and is admired. Score this
domain by adding scores for items 1 and 5 and then divide by 2. 5

Inspirational Motivation – the leader has the ability inspire and 2

motivate followers. Score this domain by adding the scores for items
2 and 6 and then divide by 2. 6

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 Individualized Consideration – the leader demonstrates genuine 3
concern for the needs and feelings of followers. This personal
attention to each follower is a key element in bringing out their very 7
best. Score this domain by adding the scores for items 3 and 7 and
then divide by 2.

Intellectual Stimulation – the leader challenges followers to be 4

innovative and creative. A common misunderstanding is that
transformational leaders are “soft”, but the truth is that they
8
constantly challenge followers to a higher level of performance.
Score this domain by adding the scores for items 4 and 8 and then
divide by 2.

Adapted from: Becoming a Transformational Nurse Leader by R. Sherman. Retrieved Feb. 14,
2014 from WWW.emergingrnleader.com

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 CHAPTER 8: CULTURE AND LEADERSHIP

PRACTICE 1: VALUES AND CULTURES

1. What are your top 10 values?

⚫ Age/seniority ⚫ Freedom
⚫ Authority ⚫ Go-between
⚫ Belongingness ⚫ Group consensus
⚫ Collectiveness ⚫ Group harmony
⚫ Competition ⚫ Independence
⚫ Compromise ⚫ Indirectness
⚫ Cooperation ⚫ Individualism
⚫ Devotion ⚫ Hospitality
⚫ Directness ⚫ Openness
⚫ Efficiency ⚫ Parental guidance
⚫ Equality ⚫ Patience
⚫ Independence ⚫ Quality
⚫ Family harmony ⚫ Self-reliance
⚫ Family security ⚫ Time

2. Priorities of Cultural Values: United States, Japan, and Arab Countries

United States Japan Vietnam

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 CHAPTER 8: CULTURE AND LEADERSHIP

PRACTICE 2: TRYING TO DO BUSINESS IN MEXICO, GRINGO

STYLE

Ted Dorman was looking forward to his new assignment as plant manager at a newly formed
American Mexican joint venture in Guadalajara, Mexico. The American company, Sterling
Metal, produced hardware and decorative fixtures for furniture manufacturers in the United
States and Mexico. The new joint venture was an attempt to lower labor costs by operating in
Mexico.
Ted had worked at Sterling Metal since graduating from college with a degree in accounting.
He had worked his way up in the company through accounting, and eventually shifted his career
focus to production. Ted found the challenges of managing the production function very
interesting, and he was successful in this area. His position at the new company, SterMexicana,
would be a promotion for him, and he looked forward to the opportunity of building a new
company.
Although Ted had not worked outside the United States before, he felt confident that his
managerial abilities would transfer “south of the border.” He and his wife enjoyed vacationing
in Cancun and they both liked Mexican food, so the idea of spending a few years building a
new company in Mexico appealed to him. Ted’s wife, Kim, was not as excited about the move,
since she and their two small children would have to leave family and friends. Ted would be
working with English speakers mostly, and many people at the plant could do translating for
him. A number of SterMexicana managers had been to the United States and were familiar
with its culture. Ted and Kim concluded that cultural adaptation would not be difficult, and no
matter how hard the assignment, its short duration was manageable.
When the family arrived in Guadalajara, Manuel Angel Menendez Mata met them at the
airport. Manuel would be Ted’s Mexican counterpart, acting in the official capacity of assistant
plant manager and unofficially as a cultural mentor. Ted and Kim were surprised by the warmth
and friendliness of Manuel and his wife Adriana, and they felt very welcomed by their new
Mexican friends. Over the next few days Manuel and Adriana helped the new expatriates get
settled in and become familiar with their new home. Ted appreciated the personal attention
Manuel was giving him and his family; however, Ted was anxious to begin discussing the
needs of the new business. It sometimes seemed to Ted that Manuel didn’t care to discuss the
business and that he was not very excited about the new opportunity. Manuel seemed more
interested in showing Ted and his family the city and discussing its history, politics, and
culture.
Once the Dorman family had settled in, Ted was able to turn his attention toward the business.
He had many matters to attend to, including a review of the preliminary work Manuel had done
in securing the facility, hiring a workforce, and establishing an organizational structure. Manuel
explained what he had done and how it would work well. He predicted that the new plant would
be fully functional in less than two weeks. Ted was very impressed with Manuel’s work and
looked forward to the opening of the plant.
During their many conversations, Ted felt that Manuel was very friendly and polite but that he
was a bit too formal and not very relaxed. Manuel wore a suit and tie, even when Ted told him
that a more casual form of dress would be appropriate. Ted stated that he had no intention of
ever wearing a tie the whole time he would be in Mexico. Manuel sometimes referred to Ted
as “Mr Dorman,” even though Ted had instructed him to call him by his first name. During
their meetings with outside business associates, Ted noticed that Manuel was even more
formal. Manuel, who had visited the United States many times and spoke English very well,

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understood that Americans were more relaxed when it came to such matters, but he was not
happy when Ted began to call him “Manny.” Manuel was also unhappy with Ted’s refusal to
recognize his title, Licenciado (licensed one), and that he sometimes referred to him as Senor
Mata.
Although things seemed to be progressing toward the opening of the plant, Ted began to worry
that Manuel’s estimate of when the plant would be functional was too optimistic. Manuel
insisted that everything was on schedule and that there would be no problems. However, it did
become obvious as the days went by that the plant was not going to be ready as Manuel had
promised. Ted felt that he had been misled by Manny and that he would have to explain to his
superiors back in the US why the plant was not going to open on schedule. Manuel finally
admitted that some problems had developed with work permits, but he assured Ted that the
plant would be operational in an additional week’s time. The plant finally opened five weeks
past the scheduled date.
This delay had caused tension between Manuel and Ted, and Ted felt that he could not trust
Manuel. Manuel felt that Ted was too impatient, and that he was not sensitive enough to the
problems sometimes found in conducting business in Mexico. Manuel complained to a friend
that Ted was trying to do business in Mexico “gringo style.” He offered as an example the
failed attempt Ted had made to establish a business relationship with a new supplier. Manuel
had arranged for a business lunch between Ted, himself, and representatives from a well-
respected metals supplier. Manuel explained how Ted offended the Mexican businessmen by
attempting to get down to business quickly. The supplier’s representatives felt that Ted was too
concerned about business matters, especially price, and that he was rushing to close a deal.
They were also offended when Manuel offered to take the visiting businessmen on a tour of
the city and show them some important cultural sites and Ted refused to come along. Ted later
told Manuel that he felt that the suppliers were not really serious about getting SterMexicana’s
business, and that if they wanted to do business with the company, they would have to send
only one representative to his office with samples and a price list. Ted told Manuel that he
would no longer spend hours discussing politics, sports, and history without any consideration
given to the actual business deal.
The plant had been functioning for about six months without any serious problems when Ted
received word from corporate headquarters that the plant needed to improve its efficiency. The
quality of the product was considered acceptable, but the American managers were
disappointed with the productivity of the plant. Sterling’s main incentive for investing in
Mexico was the desire to reduce its labor costs and improve its overall operational efficiency.
Ted worried that his career mobility was in serious jeopardy if he did not make major
improvements. With this in mind, he began to look more carefully at Manuel’s work.
From the beginning Ted had turned over to Manuel the day-to-day responsibility for running
the plant, but he now felt that he would have to intervene and make some significant changes.
Manuel was stunned by what he was hearing from Ted. Manuel was upset, first, that Ted had
chosen to invade his areas of responsibility, and he was further upset by Ted’s
recommendations. Manuel felt that Ted was being too aggressive and insensitive in labor
relations matters, and that his recommendations would not be successful in Mexico. He told
Ted that there would be problems with these proposed changes; however, Ted did not seem to
want to listen.
Although Manuel did not agree with the recommendations, he did as Ted had instructed and
began by firing some of the employees Ted had targeted as low performers. He then
implemented the pay-for performance plan and attempted to explain how it would work. Most
workers felt confused by the complex, flexible working hours plan, which involved basic
quotas, a two-tiered pay system, and a time borrowing option which could be used for personal
time off, such as doctor’s appointments. Manuel simplified the plan so that workers could go

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home when they had met their quota, or they could continue to work for additional
compensation at a slightly lower per-unit rate. Ted felt that workers would be willing to work
longer hours even at a reduced rate if their total compensation would rise. After all, he reasoned,
“Mexico is a dirt-poor country and people really need money.” Finally, Manuel told the plant
supervisors about the plan to empower factory workers and allow them some of the decision-
making authority that the supervisors had exercised in the past.
Ted had high hopes that his recommendations for change would produce significant
improvements at SterMexicana. He was aware that Mexican culture was different from his;
however, he felt that business activities were for the most part universal and that efficiency was
not a cultural issue. Ted felt that the proposed changes would result in an immediate
improvement in overall operating efficiency. Slowly, however, Ted began to realize that
problems were developing with his recommendations. The first problem he confronted was
notification that severance pay would have to be paid to the employees he had recently fired.
Ted was unaware, and Manuel did not mention, that Mexican law does not operate in the same
way as US law, in which workers are considered to be hired at will and subject to at-will
termination. Ted was also surprised to learn that not all the employees he had targeted for
termination had, in fact, been fired. After investigating the situation further, he discovered that
five of the employees whom he had instructed to be fired were still working for the company.
Ted was shocked to learn that the five employees were close relatives of Manuel. When
confronted with this fact, Manuel just shrugged his shoulders and told Ted that he could not
bring himself to fire them. Although Ted was upset with Manuel’s insubordination, he was far
more concerned with the lack of any productivity gains at the plant. He was told that most
workers did complete their tasks more quickly under the incentive plan; however, they elected
to go home rather than work additional hours for more money. Ted was confused by this
behavior and asked some of the supervisors to explain it. They didn’t provide satisfactory
answers so Ted decided that he should conduct interviews with the employees themselves.
Working through an interpreter, Ted asked workers about their jobs and what he could do to
make them more productive. He was frustrated by the lack of responses he was getting from
the employees. When Ted probed more deeply he discovered that the supervisors had not
implemented the participative management practices he had ordered.
Faced with poor operating results during the first year of operation, Ted wondered if the
decision to take the job in Mexico had been a mistake. To make matters worse, Ted’s family
was very unhappy about living in Mexico. Ted had been working long hours at the plant and
had basically discounted the complaints he had heard from his wife and children. At this point
he began to feel that perhaps they were right in their frequent criticisms of Mexican culture.
With over a year left in his assignment in Mexico, Ted felt frustrated and wondered what he
should do next.

Questions:
Q1. What mistakes did Ted make in his management of SterMexicana?
Q2. Is Manuel responsible for any of the difficulties presented in the case?
Q3. What Ted’s a cultural competence should have to correct the situation?

@Ms. Duong Thi Hoai Nhung (FTU) Page 50