Chapter 2 Cases

Case 2.1: Choosing a New Director of Research

Based on the information provided about the trait approach in Table 2.1 and 2.2, if
you were Sandra, who would you select?
I would select Thomas. The case outlines Thomas as having integrity, honesty and
respect of upper management. His tenure has lasted 10 years, and he has
contributed to the release of 3 new products to the market. I think Thomas skills
and assets depict that of a leader more so than Alexa or Kelsey. All three seem to be
worthy candidates, but the skills and assets of Alexa and Kelsey seem to focus more
on elements of comfort and creativity. Thomas seems to have shown these same
attributes through his achievements at GLF, and has the tenure and the respect of
his colleagues to support it.
In what ways is the trait approach helpful in this type of selection?
The trait approach is helpful in this type of situation because the traits measured in
the trait approach to leadership are easy to identify in people. The lists given in
Tables 2.1 and 2.2 contain traits that can most times be seen clearly as a trait of an
individual. This makes evaluating possible candidates for the position easier.
In what ways are the weakness of the trait approach highlighted in this case?
The trait approach has weaknesses as well in this case. Everyone has traits, and
not every trait is black and white. Some may be easier to pick out of an individual
than others, and some may be beneficial, but not outlined in the trait approach as
an effective trait. All three candidates of the position in this case possess multiple
positive traits, but in a decision like this one, more than just an individuals traits
need to be taken into account.
Case 2.2: A Remarkable Turnaround
How would you describe Carols leadership traits?
I would say Carols leadership traits are in accordance with the traits outlined by
Zaccaro, Kemp and Bader. Her openness, conscientiousness of employee interest,
motivation through battling cancer, and emotional intelligence seem to be all
winning factors outlined by Zaccaro, Kemp and Bader that Carols employees seem
to admire in her as a leader in their interviews. Additionally, her problem solving
skills and cognitive abilities are evident in the significant growth of the company
during her tenure as president.
How big of a part did Carols traits play in the expansion of the company?
Carols traits play a huge role in the expansion of the company. Her cognitive
abilities and emotional stability in a rough time exemplified great leadership in the
eyes of her employees. It can be measured through the interviews of her employees
and the lack of people quitting during her tenure.
Would Carol be a leader in other business contexts?
Carol would be a leader in the other business contexts due to her degree and her
general exemplification of good leadership. She has exemplified leadership traits
that are valuable across the board, as well as the ability to step into a business
situation and come out successful.
Case 2.3: Recruiting for the Bank
Based on ideas described in the trait approach, do you think Pat is looking for the
right characteristics in the people he hires?
I believe the traits Pat are looking for are good traits of employees, but not so much
of leaders or for those expected to rise to upper management. His criteria seem to
be outdated as it matches up with a lot of Stogdills leadership traits from 1974. I
think if he updated with more emotional qualities such as those of Zaccaro, Kemp
and Bader of 2004, he would yield a greater retention of new hires.
Could it be that the retention problem raised by upper management is unrelated to
Pats recruitment criteria?
It is very possible that the retention problem is unrelated to Pats recruitment
criteria, but it certainly plays a role. Some element of the company is not matching
up quite right with the desires of the new hires. Whether this is a problem of
recruitment or the processes that follow is grounds for the company to investigate
further.
If you were Pat, would you change your approach to recruiting?
Yes, I would change my approach to recruiting. The idea of leadership is
ever0changing and evolving in different dimensions as the text explains in chapter
one. People in a position of assigned leadership like Pat need to be able to evolve
and adapt with that in order to continue being a successful leader