Riphah International University Islamabad

Assignment: Organization Behavior

Name: Haris Shahid
Sap ID: 7355

Submitted To:

Ma’am Mehvish Ali

MASTER OF COMMERCE

RIPHAH SCHOOL OF LEADERSHIP Faculty of

Management Sciences RIPHAH INERNAIONAL
UNIVERSITY ISLAMABAD
CASE INCIDENT 2 Leadership Mettle Forged in Battle

1. Do you think leaders in military contexts exhibit the same qualities as organizational
leaders? Why or Why not?

Answer: No, I think military leaders are phenomenal leaders and display many of the similar
abilities however, the military roles are on a much more structured basis. There is a lesser
amount of room for creativity in management approaches in the military. The chain of
command and standing instructions decree much of life in the military. Thus, creative
management programs are rare. Yet, motivation is very much vital and, it follows that
military and civilian managers are left with the identical and different complications on how
to encourage employees or juniors. Motivation is equally significant in both areas and it is the
responsibility of managers and officers to discover resolutions to the issues. In the military
they are provided a reduced amount of guiding principle than in the civilians.

2. In what ways not mentioned in the case would military leadership lessons not apply in
the private sector? What might military leaders have to relearn to work in business?

Answer: I believe, military leaders should follow the Leader Member Exchange (LMX)
theory, which highlights the working relations between leader & employees and levels of
communal admiration. Leaders in military do not consider the emotion & feeling of soldiers.

They would have to absorb that non-success is not constantly the projected result, but then
again it occurs now and then and that it is tolerable. They would have to learn to have
empathy and that not every person is constructed to have a tough skin. Thus, when criticizing
associates, they might require learning in what manner to go about doing that in thoughtful
norm.

3. Are specific types of work or situations more likely to benefit from the presence of
“battle-tested” leaders? List a few examples.

Answer: “Battle-tested” is n fortitude incident that pursues to grow and improve charisma by
stimulating men and women physically, mentally and morally. The existence of “battle-
tested” is most likely present on task that have high stress burden during a certain period of
time, which can be based on lives. Jobs in stocks, hospitals, multinational corporations etc.
are the best possible ground where “battle-tested” leaders will earn some extra benefit.
CASE INCIDENT 2 Leadership Factories
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 likelihood of
producing a CEO?

Answer: Statistical concepts suggest that the outcome of CEOs will be greater when a larger
population, in general, is present, as in General Electric. Or as for the consulting firms, the
work skills required in these firms require abilities that are essential to the development
toward CEO status. With a larger pool of higher ability workers, a large number will rise to
CEO status.

2.Do you think so-called leadership factories are also better places for non-leaders to
work? Why or why not?

Answer: An opinion judgment by students, but it would seem that these leadership factories
would be good places to work because the environment of leadership would be more
pervasive in the daily operations of the firm. This will make the “non-leaders” more satisfied
and more productive in their work.

3.Assume you had job offers from two companies that differed only in how often they
produced CEOs. Would this difference affect your decision?

Answer: For ambitious students, the answer will be “yes.” Their career growth can be
accelerated and enhanced by working in organizations that focus on developing leaders.

4.Do these data give any credence to the value of leader selection and leader
development? Why or why not?

Answer: Yes, these data suggest that firms that select for abilities and then train for skills of
leadership create an environment where people flourish as leaders, making them valuable to
this company or others.