Concepts in Strategic Management and Business Policy 14th Edition by Thomas Wheelen,David Hunger,Alan Hoffman,Chuck Bamford

Exercise 8

Should all CEOs be transformational leadersWould you like to work for a transformational leader
A. Think of the best manager for whom you have ever worked. What was it about this person that made him or her such a good managerConsider the following statements as they pertain to that person. Fill in the blank in front of each statement with one of the following values:
STRONGLY AGREE 5 5; AGREE 5 4; NEUTRAL 5 3; DISAGREE 5 2; STRONGLY DISAGREE 5 1
1. ___ I respect him/her personally, and want to act in a way that merits his/her respect and admiration.
2. ___ I respect her/his competence about things she/he is more experienced about than I.
3. ___ He/she can give special help to those who cooperate with him/her.
4. ___ He/she can apply pressure on those who cooperate with him/her.
5. ___ He/she has a legitimate right, considering his/ her position, to expect that his/her suggestions will be carried out.
6. ___ I defer to his/her judgment in areas with which he/she is more familiar than I.
7. ___ He/she can make things difficult for me if I fail to follow his/her advice.
8. ___ Because of his/her job title and rank, I am obligated to follow his/her suggestions.
9. ___ I can personally benefit by cooperating with him/her.
10. ___ Following his/her advice results in better decisions.
11. ___ I cooperate with him/her because I have a high regard for him/her as an individual.
12. ___ He/she can penalize those who do not follow his/her suggestions.
13. ___ I feel I have to cooperate with him/her.
14. ___ I cooperate with him/her because I wish to be identified with him/her.
15. ___ Cooperating with him/her can positively affect my performance.
SOURCE: Questionnaire developed by J. D. Hunger from the article "Influence and Information: An Exploratory Investigation of the Boundary
Role Person's Bases of Power" by Robert Spekman, Academy of Management Journal , March 1979. Copyright © 2004 by J. David Hunger.
B. Now think of the worst manager for whom you have ever worked. What was it about this person that made him or her such a poor managerPlease consider the statements earlier as they pertain to that person. Please place a number after each statement with one of the values, from 5 = strongly agree to 1 = strongly disagree.
C. Add the values you marked for the best manager within each of the five categories of power below. Then, do the same for the values you marked for the worst manager.
BEST MANAGER

WORST MANAGE R
D. Consider the differences between how you rated your best and your worst manager. How different are the two profilesIn many cases, the best manager's profile tends to be similar to that of transformational leaders in that the best manager tends to score highest on referent, followed by expert and reward, power-especially when compared to the worst manager's profile. The worst manager often scores highest on coercive and legitimate power, followed by reward power. The results of this survey may help you answer the fifth discussion question for this chapter.