Organizational Behavior (Stephen Robbins)

Chapter 8Leadership 287

OBAT WORK

BREAKOUT GROUPEXERCISES

Form small groups to discuss the following topics, as assigned by your instructor:

1 .Identify an example of someone you think of as a good leader (currently or in the past). What traits did he or she

have? How did these traits differ from someone you identify as a bad leader?

2.Identify a situation in which you were in a leadership position (in a group, in the workplace, within your family,

etc.). To what extent were you able to use a contingency approach to leadership? What made that easier or more

difficult for you?

3.When you have worked in student groups, how frequently have leaders emerged in the group? What difficulties

occur when leaders are leading peers? Are there ways to overcome these difficulties?

WORKING WITH OTHERS EXERCISE

Being Charismatic

From Concepts to Skillson pages 290–291 suggests indicates how to become charismatic. In this exercise, you will use that
information to practise projecting charisma.

a.The class should break into pairs.

b.Student A’s task is to “lead” Student B through a new-student orientation to your college or university. The orienta-

tion should last about 10 to 15 minutes. Assume Student B is new to your college or university and is unfamiliar

with the campus. Student A should try to project himself or herself as charismatic.

c.Roles now reverse and Student B’s task is to “lead” Student A in a 10- to 15-minute program on how to study

more effectively for college or university exams. Take a few minutes to think about what has worked well for you,

and assume that Student A is a new student interested in improving his or her study habits. This time, Student B

should try to project himself or herself as charismatic.

d.When both role plays are complete, each pair should assess how well it did in projecting charisma and how it might

improve.

Source:This exercise is based on J. M. Howell and P. J. Frost, “A Laboratory Study of Charismatic Leadership,” Organizational Behavior and
Human Decision Processes,April 1989, pp. 243–269.

ETHICAL DILEMMAEXERCISE

Do the Ends Justify the Means?

The power that comes from being a leader can be used for
evil as well as for good. When you assume the benefits of
leadership, you also assume ethical burdens. But many
highly successful leaders have relied on questionable tactics
to achieve their ends. These include manipulation, verbal
attacks, physical intimidation, lying, fear, and control.
Consider a few examples:

• Bill Clinton was viewed as a charismatic US president.
  Yet he lied when necessary and “managed” the truth.


• Former Prime Minister Jean Chrétien successfully led
  Canada through 10 years of economic change. Those
  close to him were committed and loyal followers. Yet
  concerns were raised recently that he might have been

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