1. Post a summary of one assigned chapter in a paragraph or so.
2. Pick one (or more) concept from the assigned chapter and explain how that concept can be applied to your work or some other aspect of your life.

3. Select the first case at the end of the assigned chapter and answer the questions at the end of that case.

4. work on (administer) the leadership instrument at the end of the assigned chapter and share the outcome.
5. Watch any leadership related movie [for example, Twelve O’Clock High (1949), Norma Rae (1979), or others] and analyze a major
character’s leadership style using the concepts described in any of the chapters.

6. Utilize Wiki Tool in Tools (Go to Tools and then Wikis) and compile information about CEO salaries. Most recent CEO salaries and discrepancies between the average CEO salaries and the average
worker salaries can be included. The idea here is to show that the discrepancies between CEO salaries and worker salaries are getting greater. Discussion on to what extent their salaries reflect
their performance can be made as well. Once in Wiki, use "New" to create a new section and use "Edit" to edit it. Anyone can use the edit function and
also can leave comments. If this question is chosen, you can make a note here saying that and then go to Wiki and compile information there.
7. Utilize Blog Tool in Tools (Go to Tools and then Blogs) and make an entry on a leader. You can pick an interesting leader (for example, Steve Jobs, Bill Clinton, Sarah Palin, Warren Buffet,
Mother Teresa,…..) and write about some characteristics of the leader (background, education, experience, responsibilities, etc.). Keep blogging until you figure out the chosen leader’s
leadership style. Blogging (posting) should occur several times and continue for at least a week until the chosen leader’s leadership style is figured out. If this question is chosen, you can make
a note here and go to Blog Tool and blog there.
8. As described in Chapter 7" Leader-Member Exchange Theory, some leaders may care about those in the in-group but not those in the out group. There may be leaders who go beyond that and care
about themselves only. They may be "unethical" leaders. According to Barbara Kellerman, "bad leadership" is ineffective leadership or unethical leadership. In her book, Bad
Leadership, she describes 7 types of bad leadership. Choose one bad leadership style and provide an example (other than those that are provided below) based on your experience or based on
information that you collect from various sources.

Bad Leadership: What It Is, How It Happens, Why It Matters

by Barbara Kellerman. Harvard Business Press. 2004.

“Bad leadership falls into two categories: bad as in ineffective and bad as in unethical.” (32) The first category of bad leadership – ineffective leadership – “fails to produce the desired change.
For reasons that include missing traits, weak skills, strategies badly conceived, and tactics badly employed, ineffective leadership falls short of its intention” (33). The second category –
unethical leadership – “fails to distinguish between right and wrong” (34). She then lists seven types of bad leadership: incompetent, rigid, intemperate, callous, corrupt, insular, and evil (38).
Generally speaking, “the first three types of bad leadership tend to be bad as in ineffective, and the last four types tend to be bad as in unethical” (39). Following are her expanded descriptions
of each type of bad leadership:

“INCOMPETENT – The leader and at least some followers lack the will or skill (or both) to sustain effective action. With regard to at least one important leadership challenge, they do not create
positive change. (40)” “Incompetent leaders are not necessarily incompetent in every aspect. Moreover, there are many ways of being incompetent. Some leaders lack practical, academic, or emotional
intelligence. Others are careless, dense, distracted, slothful, or sloppy, or they are easily undone by uncertainty and stress, unable effectively to communicate, educate, or delegate, and so on.”
(40). Juan Antonio Samaranch, Jill Barad

“RIGID: The leader and at least some of his followers are stiff and unyielding. Although they may be competent, they are unable or unwilling to adapt to new ideas, new information or changing
times” (41). Mary Meeker, Sumner Redstone, Vladimir Putin

“INTEMPERATE: The leader lacks self-control and is aided and abetted by followers who are unwilling or unable effectively to intervene.” (42)
Marion Barry, Jr., Gary Hart, Jesse Jackson, James Bakker, William Bennett

“CALLOUS: The leader and at least some followers are uncaring or unkind. Ignored or discounted are the needs, wants, and wishes of most members of the group or organization, especially
subordinates.” (43) Rudolph Giuliani, Leona Helmsley

“CORRUPT: The leader and at least some followers lie, cheat, or steal. To a degree that exceeds the norm, they put self-interest ahead of the public interest.” (44) Andrew Fastow

“INSULAR: The leader and at last some followers minimize or disregard the health and welfare of ‘the other’ – that is, those outside the group or organization for which they are directly
responsible.” (45) Bill Clinton, Lee Raymond

“EVIL: The leader and at least some followers commit atrocities. They use pain as an instrument of power. The harm done to men, women, and children is severe rather than slight. The harm can be
physical, psychological, or both.” (46)

Radovan Karadzic, Jim Jones, Saddam Hussein, David Koresh

Sources: Postings at Theocentric.com. Currently unavailable. More information can be found at:

http://www.amazon.com/Bad-Leadership-Happens-Matters-Common/dp/1591391660
9. Some leaders are "bad" leaders who lead followers astray or otherwise create unnecessary difficulties for followers. Read the
following ways to deal with difficult leaders. Write an example of one particular strategy that worked or did not work based on your own experience or based on your interviews with a person who had
difficulties with a leader.

How to deal with a difficult boss

Employee focused

Be philosophical. Assignments can be temporary. Do not stand out. Ride out tough times. Focus on not making unnecessary mistakes.
Focus on something that can be used to find the next job in case you have to leave the work unit. Getting new certificates, licenses, or degrees.
Build expertise and reputation in and outside of the work unit so that the boss cannot ignore you.
Transfer to another work unit or find another job.

Organization focused

Network with others inside and outside the work unit that includes the boss’s bosses. Carefully and in neutral manners.
Share the feelings and experiences with others in similar situations to reduce stress. Share confidential information with family members and close friends, therapists, or clergy if necessary.
Share experience and non confidential information with coworkers and others.
Bring in third parties into the picture if and only if necessary. If unethical or illegal things are happening, may consult human resources, ombudsmen, union reps, consultants, or others.
Work with others to restructure the organization so that managers that create difficulties are not selected to hold key positions in the organization.
Manager training is always an important issue in many organizations. Work toward creating an environment that is receptive to manager training, through which your own manager’s shortcomings may be
addressed.

Manager focused

Supply or even oversupply information so that the boss is not surprised. Instead, the boss may be tied up with analyzing the information supplied.
Wait until the boss makes mistakes and save the face of the boss.
Identify the weaknesses of the boss and help the boss overcome them. They may include human relations, task knowledge, technology, finance, writing, or other things.
Find and recognize good things about the manager and try to persuade the manager to accentuate them, while minimizing the opposite.
10. Leadership Development Exercise: Battling Negativity

Some leaders are "bad" leaders. At the same time, some employees may be "bad" employees who are excessively negative. The following are some negativity types. After reviewing
the types, address any or all of the following:

1. Brainstorm and list leadership strategies that can be used to handle each type. May select a few types for this purpose.
2. If you like, come up with your own list of negative types, either by adding others to the existing list or by developing a completely new list.
3. Provide actual examples where you have used some of the leadership strategies that you identified.
4. What would you do to the employee who does not respond to the strategies?

Negativity Types
1. The Resisters–They rail against anything different
2. The Wobbly —They are constantly shifting moods and expect others to adjust to them
3. The Gossipers–They spread rumors and tell inappropriate personal tidbits
4. The Blamers—They are constantly blaming others.
5. The Victims—They believe people are out to get them
6. The Adhesives–They can’t let go, even things that happened years ago
7. The Pessimists–They always expect the worst case scenario
8. The Boilers—They will blow over the slightest provocation
9. The Complainers—They feel everything is wrong or will soon go wrong
10. The Choosers—They are constantly pitting one group against another
11. The Detached– They feel most everything is dumb or beneath them
12. The Self-Absorbed–They are constantly grabbing credit or attention

Source: http://www.workshopexercises.com/Leadership_continued.htm#L10
11. Read the story of King David and Bathsheba and the story of King David and Nathan, focusing on Nathan’s rebuke of David. They are in 2 Samuel 11-12 in the bible (for example, here). One of the
aspects of the story of Nathan is about confronting a person in power about his or her wrongdoing. Address one or more of the following. 1. Have you ever confronted your superior, coworker, or
subordinate in the workplace about a wrongdoing or mistake? How did you confront your superior and what was the outcome? 2. Have you ever used a metaphor in confornting a manager, cowroker, or
subordinate about a wrongdoing or mistake? What metaphor did you use and how did it work out?