AFM280 Lecture Notes - Lecture 7: Transformational Leadership

45 views1 pages

lilacmouse857

30 May 2018

School

University of Waterloo

Department

Accounting & Financial Management

Course

AFM280

Professor

D'arcy Delamere

For unlimited access to Class Notes, a Class+ subscription is required.

Reflection 7 – Leadership

During my group meeting experiences with my 280-case group, we constantly showcased

transformational leadership behavior among each other to accomplish our tasks in an efficient and

timely manner. It is nice to work in a group where we are constantly motivated to help each other out

and supported areas that others lack knowledge in. For each case, we rotated to have a chance to lead

the ase ad set out the stutue fo othe ees to oe i ad fill it up aodig to the leade’s

vision. For the case that I led, I listed out the suggestions before our meeting and picked a

recommendation with everyone at the beginning of the meeting. This set out the shared vision for the

rest of the meeting and it allowed my fellow group members to know which direction to tackle. I did not

have to stress the importance of the parts because my members all took it very seriously.

As for the intellectual stimulation aspect of being a transformational leader, I did not have to

challenge my members because they would always come in with ideas that are fresh and logical for us

to implement. We all know that maintaining the status quo is not sufficient and thus after developing a

fundamental plan, we would take turns to add additional information and cut out the insignificant

portions of our analysis to retain only the valuables.

I developed idealized influence throughout working with them this term. During our meetings,

aside from analyzing their options and ideas thoughtfully, I would also throw in cheerful remarks and

jokes on the side to make the meetings more enjoyable to attend. I try to display my charisma and be

soeoe that othes ould ejoy okig ith. Whe e took tus to ase the pofesso’s uestio

in class, we always believed in each other and were happy to be in the same group.

To demonstrate inspirational motivation, I would read through their parts afterward, point out

all the pros first and give constructive feedback for areas that need more improvements. I would always

let them know that they are all competent individuals that are able to achieve great results for the effort

that they put in. The process of giving constructive feedback ties to having individualized consideration

for one another. We would always learn something new from listening to othe ees’ pespeties

and intake the positive knowledge to nurture our own personal growth.

find more resources at oneclass.com

Unlock document

This preview shows half of the first page of the document.
Unlock all 1 pages and 3 million more documents.

Already have an account? Log in

Document Summary

During my group meeting experiences with my 280-case group, we constantly showcased transformational leadership behavior among each other to accomplish our tasks in an efficient and timely manner. It is nice to work in a group where we are constantly motivated to help each other out and supported areas that others lack knowledge in. For each case, we rotated to have a chance to lead the (cid:272)ase a(cid:374)d set out the st(cid:396)u(cid:272)tu(cid:396)e fo(cid:396) othe(cid:396) (cid:373)e(cid:373)(cid:271)e(cid:396)s to (cid:272)o(cid:373)e i(cid:374) a(cid:374)d fill it up a(cid:272)(cid:272)o(cid:396)di(cid:374)g to the leade(cid:396)"s vision. For the case that i led, i listed out the suggestions before our meeting and picked a recommendation with everyone at the beginning of the meeting. This set out the shared vision for the rest of the meeting and it allowed my fellow group members to know which direction to tackle. I did not have to stress the importance of the parts because my members all took it very seriously.

Related Questions

22jul15

Q1. Which is not likely to improve the effectiveness of a self-managed team?
a. let members share in financial gains from improved performance
b. change the membership frequently to give the team fresh ideas
c. provide accurate, timely information relevant to team activities
d. give members training in interpersonal and problem solving skills

Q2. Which type of activity is least likely to be delegated to a self-managed team?
a. evaluating each team member's task performance
b. firing a team member who has unsatisfactory performance
c. determining the work procedures to be used by the team
d. determining which team member will carry out each task

Q3. The primary purpose of a dialogue session is to:
a. debate competing proposals and identify the best one for the team
b. help members learn more about each other's interests and aspirations
c. encourage members to express their dissatisfaction with each other openly
d. increase understanding of implicit assumptions and mental models

Q4. Members are most likely to experience role conflict and divided loyalties in:
a. a cross-functional project team
b. a self-managed operational team
c. a traditional work team
d. an executive team

Q5. What is the most useful role for the external leader of a self-managed group?
a. select new members of the group when they are needed
b. mediate internal conflicts and encourage cooperation
c. monitor the group to ensure it does not become a social club
d. serve as a coach, facilitator, and advocate for the group

Q6. Which is not characteristic of Bradford's group-centered leadership?
a. the leader should emphasize group maintenance behavior as much as task oriented behavior
b. the leader should encourage members to share the responsibility for performing leadership functions
c. the leader should strive to maintain a rational discussion without emotional outbursts or expression of feelings
d. the leader should allow the group to make the final choice

Q7. What was found in research on the effectiveness of self-managed teams?
a. productivity and quality improved substantially
b. organizational commitment usually increased
c. turnover and absenteeism were lower
d. the results were inconsistent across studies

Q8. Which leadership function is especially important when a cross-functional team is initially formed to carry out a project?
a. planning and scheduling team activities to meet project deadlines
b. influencing outsiders to provide adequate resources, approvals, and assistance
c. articulating a vision or objective that inspires commitment by team members
d. mediating conflicts among members and helping them find integrative solutions

Q9. Which of the following is least likely to be a reason for an organization's failure to adapt to a changing environment?
a. leaders with a long-term perspective
b. highly specialized subunits
c. declining financial performance
d. institutionalization of power

Q10. Which condition is least important for the success of a new strategy?
a. it is based on the core competencies of the organization
b. it is compatible with significant changes in the external environment
c. it has a few clear themes relevant to the shared values of the members
d. it is similar to a strategy that was previously successful

Q11. What pattern of behavior is most likely for a CEO who has been in office for 3-4 years?
a. after the CEO consolidates power, he or she becomes more willing to experiment with innovative strategies
b. as the CEO gains confidence with a strategy that is working, he or she becomes more excited about gathering information to improve it
c. after the CEO selects a strategy and implements it, he or she becomes complacent and inflexible about changing it
d. after the CEO institutionalizes power, he or she becomes more willing to allow others to participate in making major decisions

Q12. Which condition does not limit a chief executive's discretion to make major changes in the strategy of an organization?
a. the organization has a few major clients who account for most sales
b. the organization has ample financial reserves
c. the culture of the organization is strong
d. the organization has a strong board of directors

Q13. When the competition is intense and the environment is changing rapidly, it is especially important to:
a. maintain a high level of external monitoring
b. have detailed plans and operating procedures
c. increase the power of the chief executive
d. strengthen the organization culture

Q14. When an organization has declining performance, a CEO who has been in office for several years is least likely to:
a. look for ways to improve implementation of the existing strategy
b. make small, incremental changes in the strategy
c. give a pep talk and urge people to redouble their effort
d. make major changes in the organization's strategy

Q15. Which of the following was not given as a guideline for external monitoring?
a. examine a wide range of developments and trends in the environment
b. make an extra effort to learn what clients and customers want and need
c. identify both the strengths and weaknesses of competing products
d. rely primarily on your own intuition to analyze the environment

Q16. Which statement about institutionalization in organizations is most accurate?
a. it describes how subunits with expertise gain power in organizations
b. it makes it easier for organizations to adapt to a changing environment
c. it describes how people use power to gain more power
d. it demonstrates why political tactics are unnecessary to maintain power

Q17. Which of the following usually includes a mix of formal training and learning from experience working on management projects?
a. mentoring
b. job rotation programs
c. action learning
d. behavior modeling

Q18. What training method is most useful for improving interpersonal skills?
a. computer simulations
b. behavior role modeling
c. large scale simulations
d. analysis of short cases

Q19. Which of the following was not recommended for effective training?
a. use concrete examples, diagrams, and mnemonics in explanations
b. relate training objectives to the person's interests and career ambitions
c. integrate complex material into longer learning modules
d. allow ample opportunity for practice with feedback

Q20. Which developmental method is most useful for helping managers to understand their inner feelings and values?
a. outdoor challenge programs
b. personal growth programs
c. mentoring programs
d. multisource feedback workshops

tealbadger30

You are the Marketing Vice President and one of your directors has prepared the following research proposal for your review and approval. Please evaluate the proposal and choose to approve or disapprove it. Justify your answers. TO: Marketing VP FR: Marketing Director RE: Consumer Advisory Panels Background: Given the dramatic changes that have occurred in our industry since September 11, many of the current marketing programs have not been as effective as in the past in generating new customers and keeping current customers. Previous focus groups and surveys have not provided the answers that we need because new respondents participate each time, limiting continuity from research findings. Proposal: It is proposed that we organize a group of consumer advisory panels to which we could present product ideas, evaluate competitive products, and discuss issues about advertising, product quality, and customer loyalty. It is proposed that we organize one group of 20 panelists in each of our eight sales regions. Panelistâs compensation will be $150 per 2-hour session, with a session planned every 60 days. Panelists will be selected randomly from our customer base for a one-year period, with new panelists included every six months. These groups will be facilitated by members of the marketing department and recorded for future reference. Costs: Total annual costs will be $160,000, which will be taken from the $890,000 secondary research budget. Pilot Test: Two groups will be set up in the closest regions to trial the process and determine its effectiveness. If these first groups are successful, other groups will be organized in 90 days to complete the panels. I am requesting $20,000 to initiate the first two groups and would like to have both in place within 30 days. Your approval is requested before I begin. Sincerely, Chris Jones

Ethics Case: Theft Reimbursement, Twice

I am the assistant controller at a medium-sized, not-for-profit organization. I hired a new accounts payable clerk three months agoâletâs call her Mary, which is not her real nameâand then I fired her last week because she stole $16,583 from us by altering six checks. Maryâs primary duties were to key in all the accounts payable information, and then, after the checks were printed, to match all the supporting documentation to each check. She then took the checks to the signing officers. After they were signed, she mailed the checks and filed the yellow copy with all the supporting documentation in the paid invoices filing cabinet.

We pay each member of our board of directors a $2,000 honorarium. I prepare the list of the directors and how much to pay each director, which I give to Mary for inputting into the computer. Each honorarium check simply has the name of the director and no address or other information. We normally hand them to the directors during the meeting. Similarly, our expense report reimbursement checks only have the names of the individuals and no address or other information on the checks. We send those to our employees through the interoffice mail.

Well, after they were signed, Mary took four honorarium checks and two expense report checks, and changed the names on the checks to her name. All of our checks are printed on light green paper. Well, Mary used White-Out to alter the names, but she wasnât very smart. It was obvious that the names had been changed from the White-Out used and her name wasnât even the same font as the typing on the rest of the check. She took the checks across the street to an ATM machine and deposited them into her bank account. She then transferred the money to her family who live in another country.

I discovered the false checks last week when I was doing the bank reconciliation. She admitted what she did and weâve had the police charge her with theft. Our bank was very apologetic and immediately reimbursed us the full $16,583. Our bankers admitted that the checks were so obviously falsified that they never should have cleared the bank in the first place.

Well, my problem is that, after I discovered the theft and before the bank reimbursed us, I decided to claim on our insurance policies. One of those policies is a check-protector service. Well, today we received a check for $16,583 from them. So, I took the check to my boss, the controller, and I was laughing saying that weâve been reimbursed twice and that I was going to send the check back to the insurance company. Well, he said âNo.â He told me to deposit the check into a high-interest savings account. âWeâll return the $16,583 to the insurance company after the court case is settled. In the meantime weâll earn interest on the money and since weâre a nonprofit organization we wonât even have to pay tax on the interest.â

He said the interest represents the aggravation weâre going through. Well, there has been a lot of aggravation. The other accounting clerks felt terrible about Mary. They felt violated and abused because they had trusted her. We will also have to spend a lot of time with the lawyers and time in court at Maryâs trial. My bossâ attitude is that the interest on the extra $16,583 will cover all of these additional costs associated with the Mary fiasco. He also said that the bank deserves to pay the interest to us since they should never have cashed those doctored checks in the first place.

Well, I donât think that this is right. But I donât want to challenge him since I was the one who hired Mary. So, like, what do you think I should do?

Questions

1. What advice would you give to the controller?

2. What preventive and detective controls can be put in place to prevent this from happening again?

AFM280 Lecture Notes - Lecture 7: Transformational Leadership

Document Summary

Get access

Related Documents

AFM280 Lecture 5: Reflection 5

AFM280 Lecture Notes - Lecture 4: Job Sharing

AFM280 Lecture Notes - Lecture 3: Emotional Contagion

Related Questions