Solution Manual for Accounting Principles IFRS Version, Global Edition, 1st Edition

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter 1: Understanding Leadership1.How do you define leadership?2.Which conceptualization of leadership most appeals to you? Which one least appeals toyou? Why? Give examples.3.What do you see as limiting in the other views ofleadership?4.Do you think a leader employing one philosophy of leadership would be more effectivethan the others? Why?5.What does taking a trait view of leadership say about you as a leader? What aboutviewing it as an ability? Skill? Behavior? Relationship?6.In what ways might North American perspectives of leadership differ from those of othercultures?7.How surprising is it to you that there are universal leadership attributes?8.In what situations do you feel most prepared to lead? Least prepared? Which of theleadership approaches in this chapter best explains your preparation or lack of preparation(e.g. you have or lack necessary attributes or skills)?9.What lessons might you learn about leadership if you were mentored by Indra Nooyi, thesubject of this chapter’s “Leadership Snapshot?”10.Using the definition of leadership in the text, would you consider celebrities to beleaders? Explain.11.Are people “called” to be leaders? If so, how?12.What is the value of empirical research in understanding the leadership process?13.How does leadership become toxic?14.How can people guard against becoming susceptible to destructive leadership?

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Northouse,Introduction to Leadership: Concepts and Practice, 4e15.How can leaders know whether their goals are selfish or for the common good?

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter 2: Recognizing Your Traits1.Why do you think Washington chose not to serve a third term? What does this sayabout his leadership? Use terms from the text.2.What trait would you say is the most important of the sixdiscussed in the chapter? Theleast important?3.What would you add to the list of six traits that is missing? What trait is important tothe wayyouview leadership?4.What are the limitations of seeing leadership as traits?5.Do you believe that leaders are born with these traits or can they develop them overtime?6.Several of the leaders profiled in this chapter came to be leaders through adversity(slavery, war, imprisonment). What role does hardship play inbringing out ordeveloping leadership traits?7.Several of the leaders profiled in this chapter were skilled in public speaking andmotivating others through their use of language. How important are goodcommunication skills to effective leadership? How do communication skills relate toleadershiptraits?8.Several of the leaders profiled in this chapter have addressed, or are addressing, serioussocial problems throughout the world. How do you think they developed this concern forothers? Is it an inborn trait?9.Select one ofthe leaders discussed in the chapterand consider whattraits (if any)appearto be absent.Does this suggest that leaders need not possess all six traits in order to beeffective?10.Whichtrait would be the most challenging fornew leadersto develop?

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Northouse,Introduction to Leadership: Concepts and Practice, 4e11.Consider Bill Gates’ various roles at Microsoft through the years: founder, CEO, boardchairman, technology advisor, mentor, and foundation director. How do his traits allowhim to be effective in each role he takes on?12.How can determination be learned?13.Regarding integrity, where is the line between being open and candid and limiting whatone should disclose to others?

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter 3: Engaging Strengths1.The text notes that most people are hesitant to talk about their strengths. Does that apply toyou? Do you think that leaders are generally different from “most people” on this point?Explain.2.What do you see as the key advantages of focusing upon one’s strengths as a leader? Whatare the drawbacks of this approach?3.Which of the three approaches to defining and analyzing strengths seems best suited toeffective leadership in your opinion?4.A common adage is for leaders to “staff to their weaknesses.” How does that relate to thematerial in this chapter on strengths?5.Aside from changing group members, what should leaders do if they find their team lackscertain key strengths?6.How does building upon your strengths fit with the idea of “getting out of your comfortzone”?7.Is it wise to simply ignore one’s weaknesses? If not, then what approach would yourecommend from this chapter?8.Knowing your strengths as the leader is important. How important is it to know thestrengths of followers?What strategies might leaders use to gain this information?9.If you have traveled to or lived in another country, what positive aspects of people seem tobe valued in that culture? What attributes seem to be less valued?10.Can you think of an example where a person successfully worked on a weakness andturned it into a strength?11.How can people honestly learn what their weaknessesare?

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter4: Understanding Philosophy and Styles1.What is your personal philosophy of leadership? Why? What are your beliefs abouthuman behavior?2.Can basic assumptions about people change? How?3.How are our attitudes about thenature of work formed? How can they be changed?4.What situations are better suited for Theory X and what situations are better suited forTheory Y? Why?5.How important to you are the collectivist values of Theory Z? How do they change one’sleadership style?6.Is it possible to be an authoritarian leader if one’s philosophy is more aligned withTheory Z?7.What are the potential downsides of authoritarian, democratic, and laissez-fairestyles ofleadership?8.Besides the example from the textbook, of a global company using independentcontractors, whenelsedo you think laissez-faire leadership is appropriate? Why?9.What sort of leadership (authoritarian, democratic, laissez-faire) do you prefer as afollowerand why?10.What is the line between authoritarian leadership and abusive leadership?11.How can a follower resist the coercion of an abusive leader?12.How easy is it to change one’s preferred style of leadership?13.What are the strengths and limitations of viewing people through McGregor’s lenses ofTheory X and Theory Y? Are there alternative perspectives you might use?14.Is it reasonable to expect that individuals might exhibit “Theory X behavior” in onesetting and “Theory Y behavior” in another? If so, how might that affect your style ofleadership?

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter5: Attending to Tasks and Relationships1.When working with others, do you focus more on the task or relationships with thoseyou’re working with? Why?2.Which is more important to you, task leadership orrelationship leadership?3.How are the behaviors listed as “change behaviors” different from task behaviors orrelationship behaviors?4.Have there been times when your style has conflicted with others in your group?5.Do you agree that task-and relationship-oriented leadership behaviors lie along acontinuum? Why or why not?Where would change behaviors fit along this continuum?6.Would laissez-faire leadership appear anywhere on this continuum?7.Do you believe that one orientation is more effective than another? Why?8.How can you tell what leadership style would be most effective with a given group?9.Do you think Mick Wilz’s method ofshowinginstead oftellingfollowers what to dowould be effective with any group?10.To what extent do your traits contribute to your preferred leadership style? How easy isit, then, to change your leadership style when needed?11.Do followers have preferences regarding how they are led? If so, what does that mean forleaders? How might they take that into account indetermining leadership behaviors?12.Is it more important to be comfortable with your leadership style or to adapt to thecircumstances? Explain.

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter6: Developing Leadership Skills1.Why do you believe that research on leadership has increasingly shifted from traits toskills in the past 10 years?2.Which is the most important leadership skill group in your opinion (administrative,interpersonal,orconceptual)? Why?3.In the administrative skill group, what is the most importantcharacteristiccapabilityfor aleader to possess (showing technical competence, managing resources, managingpeople)? Why?4.Why might administrative skills be considered the most fundamental of all leadershipskills?5.How do you think leaders can improve on their interpersonal skills if it is not their strongsuit?6.In your own words, what is emotional intelligence and why is it important for leadership?7.Can you give an example of when you used emotional intelligence to handle a situation atwork or school?8.Which leadership skills are most important when working in a virtual team?9.Are leadership skills exhibited the same way by men and women? By older and youngerworkers? By people from different cultures?10.How do leadership skills relate to leadership styles?In other words, how doadministrative, interpersonal and conceptual skills relate to task, relational and changebehaviors of leaders?11.Are all the skills equally important in every leadership situation?Explain howtheirrelative importance might change.12.Are there key leadership skills you would add to the ones discussed in this chapter?Explain.

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter7: Creating a Vision1.How do you define vision? What are examples of vision from your own life?2.How important is vision in your current or intended career? How does (or would) itimpact your performance?3.What are your visions for the future? Where do you want to be in five years? Ten?4.How can a person develop vision?5.Can group members be working toward different visions and goalsand still be effective?Why or why not?6.What values do your,and your group members’,visions reflect? Can that lead toconflict? How?7.Besides “climbing a mountain”, what other metaphors and symbols can you think of forleadership and taking on challenges?8.Why do people resist change? What helps them overcome their resistance?9.Explaining and describing a vision to others is essential for accomplishing one’s goals.Yet people are often suspicious of leaders who speak well and use words that areuplifting and hopeful. Why?10.Our textbook emphasizes creating a vision for social good. However, throughout historythere have been leaders who created visions for evil purposes. How does the visioningprocess differ for those who want to influence others for evil ends? Are thecharacteristics of the vision the same? How does the articulation of the vision differ?How does the implementation differ?11.The textbook states that “visions are about changes in values”. Do you agree with this?Why or why not? Can you think of a situation where the new vision aligned with existingvalues? How well did that work?12.It is important that visions include a map. How detailed should the map be in order to beeffective? What factors should be considered in creating the map?

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter8: Establishing a Constructive Climate1.Think of an example from your own life when you were ina group that lacked structure.How did that make you feel? How did the leader provide structure?Did it help?2.Think of along-term group you are a part of. What are the rituals, values, procedures andunderlying assumptions of that group?3.The textbook uses college syllabi as examples of how an instructor provides structure fora course. How helpful to you is the syllabus in this course? What recommendations doyou have for making it more/less detailed or clear?4.How can a leader have a significant impact on establishing group norms?How can groupmembers, in addition to the leader, have a positive impact on group norms?5.Why are norms sometimes difficult to change? Give a real-life example.6.How would you go about finding out the unique ways that each member can contribute tothe group?7.How can leaders help groups become more cohesive?8.In a group, have you ever hadthe experience of putting aside your individual goals inpursuit of a larger, group goal? What led to that decision on your part?9.Givean example of how you have (or would) require results, review results, and rewardresults in a leadership situation.10.Whatare the main benefits of non-confrontational feedback? Do you have an examplefrom your life ofeffective non-confrontational feedback?11.Group projects in educational settings are often challenging. Why is that? Thinking aboutthe factors for success discussed in this chapter, what recommendations would you make toan instructor to improve them?12.What are the most important steps a new leader might take in order to learn about thenorms and values in an organization?13. What leadership action by Meg Whitman, when she became CEO of Hewlett-Packard, doyou think had the most impact on the company’s climate?

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter9:EMBRACINGDIVERSITYAND INCLUSION1.Are all the primary dimensions of diversity in Table 9.1 equally important to your currentidentity?2.Can you think of agroup or organization you belonged towhen youwere in the majorityAND were able to incorporate the opinions of the minority regularly?3.Why are inequities between individuals and groups difficult to resolve?4.What are some of the competitive advantages of diverse workgroups? Give real-lifeexamples.5.What is the difference between the metaphors of melting pot, salad, and smorgasbord?6.Using the Inclusion Framework (Figure 1)how can a person move from one quadrant toanother?7.How does your city or town government think about and address inclusion?Giveexamples from the city’s website or newspaper reports.8.What organizational practices help you to feel safe at college or in the workplace?9.In what ways are you ethnocentric?10.What privilege do you have based on one of the cultural dimensions from Table 9.1?11.What is the role of organizational members, not just the leader, to “effectively addressand build inclusion”?12.Is it ever acceptable not to be inclusive of every group?

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter10: Listening to Out-Group Members1.Think of a time when you have been left out of a group. How did that make you feel?Did others try to include you in the group?2.How can a leader work to bring opposing viewpoints into a group?3.Are out-groupsalwaysmostlynegative? Are there positive aspectstoout-groups?4.How would you incorporate out-group members into an organization?5.How easy is it for you to show empathy in the ways suggested by our text?6.What are the main drawbacks of out-groups? How can we minimize these negativeeffects?7.Why are out-groups so prevalent in our culture?8.Is it possible to eliminate out-groups entirely?9.How should leaders approach out-groups that are a sizeable minority of the group? Whatif the out-group represents a majority of members?10.Someout-group members are social loafers and have no intention of changing. Whatwould you recommend the leader do in such cases?11.What is a social group that you identify with? How are you similar to others in thatgroup? Different?12.Respond to this statement: “People always remember how you make them feel.”

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter11:ManagingConflict1.Which of the five conflict styles is most difficult for you to implement? Why?2.How do youfeelwhen engaged in conflict? What metaphor describes your feeling: Isconflict like war? A game? A mess? Atrial?3.Think about a conflict you had with a supervisor, co-worker, or group member. How didthe interactionmake you feel about yourself?4.As a leader,when is it appropriate for you to engage in conflict?5.Think about the last interpersonal conflict in which you were involved. How soon didyou become aware that a conflict had developed?What were the signs?6.Recall an unpleasant interpersonal conflict at school or at work. Would separating theperson from the problem have improved the process and outcome? Why or why not?7.Whattypes of conflict are most prevalent in your workplace? Why?8.Are there some conflicts that are unmanageable? Why or why not?9.Recall a conflict you had with a supervisor or co-worker. What was yourpositionin theconflict? What were yourinterestsin the conflict? What were your supervisor’s or co-worker’spositionandinterests? Did you realize the difference at the time?10.How would you use the Fisher and Ury method of principled negotiation in a conflict thatconcerns differentvalues?11.In what ways are societal conflicts different from interpersonal conflicts? What conceptsfrom this chapter would be helpful to use inanyconflict situation?12.Think of your experiences involuntary group settings (e.g., teams, school organizations,religious organizations, others). What types of conflict seemed to predominate? Why doyou think this was so? In what ways (if any) are the conflicts in these settings differentfrom those experienced in the workplace?13.In what ways is conflict resolution different if you are the one experiencing the conflictversus the one mediating between others in conflict?

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Northouse,Introduction to Leadership: Concepts and Practice, 4e14.Does being in a leadership position make it easier or more challenging to resolve yourownconflicts with group members?15.After completing the Conflict Style Questionnaire, how well does your most-frequentlyused style work for you? When is it not so effective?

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Northouse,Introduction to Leadership: Concepts and Practice, 4eDiscussion QuestionsChapter 12: Addressing Ethics in Leadership1.Are there times when the ends justify the means? Why or why not?2.Have you experienced times whena leader’sethicshavebeen questionable? How did itmake you feel?3.Have scandals influenced your opinion of leaders at work, in school, in politics or in yourchurch?4.How would you address a boss or an employee who was working in an unethicalmanner?5.Have you experienced situations where you have had an ethical conflict with a coworker,roommate or friend? How did it work out?Explain.6.Where do personal ethics come from? Are they instilled in childhood? Learned inschool?7.In what contexts do you let people know yourvalues and what you stand for?8.Have you ever paid a price for taking an ethical stand on an issue?9.What is our ethical responsibility toward future generations?10.Should we hold leaders to a higher standard with regard to ethics? Why or why not?11.Dothe ethical responsibilities of public leaders differ from those in the private sector? Ifso, why is that? If not, should that be changed?12.Why do we pay selective attention to unethical behavior of public figures? For example,some people may ignore or discount sexual harassment behavior by male politicians, butharshly criticize a female politician about herquestionable financial practices.13.Has the U.S. culture become desensitized to unethical behaviorby leaders?14.How can a leader’s ethics permeate a group or organization so that their values becomeshared by all?15.How can a person build credibility with co-workers and supervisors?

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