Answer these questions. Your answer must be Original, no plagiarizing. Otherwise, I won’t pay you.

Here’s 3 notes you may need to answer these questions:

MGT4479 NOTES 9-11.docx 

MGT4479 NOTES 12-14.docx 

MGT4479 NOTES 15-16.docx 

Here’s 25 questions:

1.
Why is “leadership” about “being” rather than “doing”? Why can’t “leadership”
be simply doing the same sorts of things “great leaders” have done previously
or acting in manner congruent with the traits generally ascribed to “great
leaders”? Why isn’t leadership simply about acting a certain way or doing
certain things?

2.
What leadership strengths do you have that you over-emphasize? What leadership
potential strengths do you under-utilize? What do you need to do to increase
your leadership effectiveness?

3.  Quinn suggests that the “normal state”
involves leadership hypocrisy, in which a leader espouses a need for change
while concurrently working hard to stay in his/her comfort zone. Why would
leaders do this? What would be different if they changed?

4.
  Of all of the characteristics of “bad
bosses,” which one do you think is most damaging to the morale and productivity
of the workplace? Why?

5.
  Do you think it is realistic to expect
you can change either your boss’s behavior or that of your coworkers? If not,
what options does that leave you?

6.
  Why do jerks and assholes often seem to
succeed in organizational settings? Does this make sense to you?

7.
  Discuss a situation in which you felt
you were very persuasive and got your point across. How did you feel afterward?
Did it seem natural to you? If not, why not?

8.  Why are we more risk seeking when there is a
high probability for potential losses?

9.  How does the anchoring effect influence our
decisions?

10.
Is the trend toward data-driven decision-making good or bad for consumers? Why?

11.
What are gut feelings and what are they based upon? Discuss a situation where
you made a decision based on a gut feeling and list the advantages and
disadvantages of making your decision based on gut feelings (versus complex
calculation).

12.
How do ethical blind spots affect our decision-making?

13.
What is outcome bias?

14.
What is an authentic leader? How does an authentic leader distinguish
him/herself from other leaders?

15.
Why is a balanced life important to a CEO? Don’t most successful CEOs appear to
devote all of their waking hours to company business as the ultimate method for
achieving success?

16.
What steps could a manager take to help instill meaning into the lives of
employees?

17.
Overall, what is your assessment of the
significance and relevance of Frankl’s ideas in the workplace? Are they
appropriate and useful?

18.
Frost suggests that “There is always pain
in the room.” Do you agree? If so, how can you tell? In other words, how does
pain occur and what behaviors or speech patterns are indicators that pain is
present?

19.
Is it a taboo to talk about organizational pain? If so, why?

20.
What is the Theory of Cognitive Dissonance? How can it be applied to help
understand the attitudes that people possess and the behaviors they exhibit?

21.
Think of a time in your life when you had
to deal with a major change. Which character from “Cheese” did you most act
like? How? How were you different from that character?

22.
Is “play” in the workplace a new
discovery? If it is, why hasn’t it appeared in a major business publication
until very recently?

23.
Has Pfeffer been guilty of creating a
“straw man” argument, in which he unfairly accuses organizations of naively
falling for “conventional wisdom”? Explain.

24.
Which managerial posture(s) do you normally employ? Why?

25.
Do you have enough information and understanding to actually engage in
evidence-based management? What else would you need to know in order to
implement this decision-making process?