Assignment No.

5
Discussion Questions

1. How would you define leadership?

a. If there is one person (living or dead) whom you would really like to follow, who
would it be? Why would you want to follow that particular person? What
characteristics of servant-leadership did that person exhibit?

Martin Lutherking, Jr., by putting other people’s needs first, he was able to leave a
lasting legacy, which proves that anyone can make a difference through a humble and
serving perspective.

b. Think of a person whom you would not have wanted to follow. Why? How would this
person’s knowledge of the characteristics of servant-leadership have helped the
person to be a better leader?

Adolf Hitler, because he is thinking about others, there is no equality at all. He

should have empathy with his people who have their lives to nothing.

c. In your opinion, what perceptual factors distinguish followership from non-

followership?
Respect.

2. Why is it inappropriate to assume that a leadership style that works best in one situation will
be just as effective in another?

Because situations are not the same so it will not be effective in another situation.

3. Why is trust a key ingredient in the leadership equation?

It makes the harmony of working together.

a. Considering the last place you worked, how would you characterize your level of
trust of your employer?

Lacks of trust because of favouritism.

b. What did your employer do (or not do) to establish that level of trust?

He should communicate with his employees

c. If you were (or are) a supervisor, what are some things you could do to build trust
with your employees?
 Communicate with them and adjust every situations/problems that they are having
and make some moral advice to deal with it.

4. Returning to the ethical values listed in this chapter, which of the values would you say most
strongly direct your behavior and decisions? How can a leader’s ethical values influence his
or her followers? How can those values influence organizational performance?

Ethics of the means or the Six Pillars of Character, It can influence the followers by having
this ethical value too or mimicking the leaders action. It will influence organizational
performance through the good leadership and for the followers to follow through.

5. Why are the concepts of responsibility, authority, and accountability closely related? Why
can’t a supervisor’s personal accountability be delegated? Why are many supervisors
reluctant to delegate? What benefits typically accrue to a supervisor who learns to delegate?

Because responsibility, authority and accountability are almost the same pillars that the
delegate must have. Because it doesn’t have the authority, responsibility and accountability
and meet the standard of delegation. Because of they can’t do it mentality and fear of making
mistakes. The employees will be motivated because of trust.

6. Distinguish between autocratic (authoritarian) supervision, participative management, and

general supervision. What theoretical differences are implied in these approaches? Relate
these to concepts concerning the delegation of authority, motivation, and empowerment.

Some supervisors believe that autocratic supervision, using formal authority to get results, is
more effective than general supervision. At times close supervision, detailed instructions, and
a climate of strict compliance (Theory X tactics) are appropriate, but generally these
practices result in low employee morale, resistance, discontent, and frustration. Conversely,
participative management and general supervision assume that workers are motivated to do
their best (Theory Y assumptions). Therefore, both involve delegation and provide freedom
for employees to choose how to go about their work once the supervisor issues directives. In
participative management, workers are empowered to take the initiative through the
provision of increased authority and responsibility, and they are encouraged to contribute
ideas to the decision-making process. These management styles, when used in authentic
contexts, benefit supervisors and employees. The supervisor saves time by empowering other
members of the team to work independently. When employees gain experience in making
decisions based on their own judgment, they become more competent and more promotable.
A supervisor’s goal should be to help employees move to the next level. The extent to which
a supervisor uses the general, autocratic, bureaucratic, or participative style requires a
delicate balance. Ultimately, the supervisor is responsible for achieving departmental
objectives. Therefore, the supervisor should consider the task and the individuals involved
and choose the most appropriate style in order to get work accomplished.
7. Explain the role of followers in the leadership process. Why is it important to be able to
differentiate between different types of followers? How can a leader encourage good
followership?
Followership is the capacity or willingness to follow a leader. Followers can choose the
extent to which they engage with and support a leader. The follower position is not static, and
everyone is a follower at some point in their life. The determination of who leads and who
follows is based on who has authority, who has expertise, and who needs information and
guidance. Followers can be classified into groups based on their levels of assertiveness and
independent thinking, which can be described as passive, conformist, alienated, exemplary, and
pragmatist. The leader’s goal should be to engage a variety of follower types in workgroups and
use multiple strategies to help all followers thrive. Followers can exert influence, sometimes in a
toxic way, which can undermine the leader’s efforts and negatively impact organizational
performance. Effective leaders have good self-management skills, they are committed to the
organization; they are competent, and they demonstrate ethics, courage, honesty, discretion, and
credibility. Followers can be of particular value to organizations when they share different
perspectives and stand up for what is right, even if the leader does not.