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    Case Incident 2

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    Ali Puri
    1. The management consulting firms produced more CEOs because they were comprised mostly of managers rather than other types of workers. Managers gain experience in management skills that are important for becoming a CEO. 2. So-called "leadership factories" would also be better places for non-leaders to work. Charismatic and transformational leaders impact non-leaders by increasing job performance and creativity. Non-leaders learn how to become leaders. 3. The rate at which a company produces CEOs would affect the decision to accept a job offer. Frequent CEO production shows effective leadership, management, and trust-building which promotes efficiency and employee satisfaction.

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    Case Incident 2

    Uploaded by

    Ali Puri
    25 views2 pages
    1. The management consulting firms produced more CEOs because they were comprised mostly of managers rather than other types of workers. Managers gain experience in management skills that are important for becoming a CEO. 2. So-called "leadership factories" would also be better places for non-leaders to work. Charismatic and transformational leaders impact non-leaders by increasing job performance and creativity. Non-leaders learn how to become leaders. 3. The rate at which a company produces CEOs would affect the decision to accept a job offer. Frequent CEO production shows effective leadership, management, and trust-building which promotes efficiency and employee satisfaction.

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    MANNAGMENT

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    1. The management consulting firms produced more CEOs because they were comprised mostly of managers rather than other types of workers. Managers gain experience in management skills that are important for becoming a CEO. 2. So-called "leadership factories" would also be better places for non-leaders to work. Charismatic and transformational leaders impact non-leaders by increasing job performance and creativity. Non-leaders learn how to become leaders. 3. The rate at which a company produces CEOs would affect the decision to accept a job offer. Frequent CEO production shows effective leadership, management, and trust-building which promotes efficiency and employee satisfaction.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    25 views2 pages

    Case Incident 2

    Uploaded by

    Ali Puri
    1. The management consulting firms produced more CEOs because they were comprised mostly of managers rather than other types of workers. Managers gain experience in management skills that are important for becoming a CEO. 2. So-called "leadership factories" would also be better places for non-leaders to work. Charismatic and transformational leaders impact non-leaders by increasing job performance and creativity. Non-leaders learn how to become leaders. 3. The rate at which a company produces CEOs would affect the decision to accept a job offer. Frequent CEO production shows effective leadership, management, and trust-building which promotes efficiency and employee satisfaction.

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    CASE INCIDENT 2

    Question 1: Management consulting firms did very well on a per-employee basis, partly because
    they are mostly comprised of managers (as opposed to blue-collar or entry-level workers). How
    big a factor do you think composition of the workforce is in the likelihood of producing a CEO?
    Answer 1: The management consulting firms mostly comprised of managers, this is very
    favorable for producing a CEO. Managers generally with corresponding authority and
    responsibility, have certain management ability is engaged in the real management activity of the
    person or people. Managers and management skills in the organization management activities
    play a decisive role. Compare with leaders, managers are mainly deal with complexity, while
    leaders just respond to change. A large number of excellent managers will be able to make
    specific plans for the company, build efficient organization structure, and supervise the daily
    operation of the organization. It is also as a guarantee that Leaders can continue to challenge the
    conventional, vision of the future is put forward, and motivate members to implement the vision.
    Question 2: Do you think so-called leadership factories are also better places for non-leaders to
    work? Why or why not?
    Answer 2: I think so-called leadership factories are also better places for non-leaders to work.
    Whatever charismatic leaders or transformational leaders, they will have an impact on non-
    leaders. Charismatic leaders will through the personal charm, make subordinate show higher job
    performance, job adaptation and adaptability to leadership and group. In addition,
    transformational leaders will more creative, and encourage their subordinates also become more
    creative. Therefore, the non-leaders will get more knowledge and ability about how to become a
    leader.
    Question 3: Assume that you had job offers from two companies that differed only in how often
    they produced CEOs. Would this difference affect your decision?
    Answer 3: This difference would affect my decision. The fact that a company can produce so
    many CEOs, it illustrates the effectiveness of the leadership and management of the company.
    Effective managers mean having good faith, and built up a very strong relationship of trust with
    his subordinates. Compare with the charismatic leadership and transformational leadership, trust
    mainly refers to the spirit level of the leaders. Trust can encourage employees to take risks help
    information sharing. What’s more, groups with trust relationships may be more effective. To a
    great extent, it will promote production efficiency. As an employee, the employee satisfaction
    will be higher.

    Question 4: Do these data give credence to the value of leader selection and leader
    development? Why or why not?
    Answer 4: These data give credence to the value of leader selection and leader development. It
    is because leaders don’t just happen to appear in the organization. They must be discovery and
    development. When looking for leaders, it is important to the understanding of the characteristics
    and style of leadership will best match with your organization, and find a way to identify those
    attributes with leaders. Once you have a known about leadership or leadership potential, it is
    necessary to train and develop your leaders to efficient development within the context of your
    followers.

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