Module 1 - CaseLeadership Traits, Behaviors, and StylesAssignm.docx

Module 1 - Case
Leadership Traits, Behaviors, and Styles
Assignment Overview
All of you have probably read quite a bit about the world’s
wealthiest man—Bill Gates. But some of you are probably not
nearly as familiar with Bill Gates’s main rival and world’s
seventh wealthiest man—former Oracle CEO Larry Ellison.
Ellison recently retired as CEO but is still active as the chair of
Oracle’s board of directors. Unlike Gates, who is relatively
reserved, Ellison is known for his extravagant lifestyle and
boastful interviews.
The rivalry between Ellison and Gates is legendary, but not
quite as much is known about Ellison’s leadership style. He has
been described as a “jerk,” and his managerial style has been
described as “take no prisoners.” While he is unquestionably a
very strong leader, he has also been criticized for spending a lot
of time playing golf while leaving many leadership duties to his
subordinates.
For this assignment, read up on leadership traits, leadership
behaviors, and leadership styles in the required background
materials. Then read up on Larry Ellison and find as much as
you can about his personality and leadership style. Finally, try
to apply what you’ve read in the required background materials
about leadership traits, behaviors, and styles to what you found
out about Larry Ellison.
Here are some articles to get you started on your research about
Ellison:
Mendleson, R. (2010, November 8). Why it pays to be a jerk.
Canadian Business, 83, 28-30, 32, 34. [ProQuest]
Leibovich, M. (2000, October 30). The outsider, his business
and his billions series. The Washington Post, p. A1. [ProQuest]
Hymowitz, C. (2005, July 12). Working fewer hours is hard for
most CEOs, but some find a way. Wall Street Journal, p.
B1.[ProQuest]

Case Assignment
Once you are finished with your research on Ellison and have
thoroughly reviewed the background materials on leadership
traits, behaviors, and styles, write a 4- to 5-page paper
addressing the questions below. For each answer, make sure to
cite at least one of the Case Assignment articles listed on this
page as well as one of the required textbook chapters from the
background materials—for example, Hiriyappa (2009), or Bauer
and Erdogan (2012).
1. How would you describe Ellison’s personality and leadership
traits? Refer to the specific leadership traits discussed in
Hiriyappa (2009) or Bauer and Erdogan (2012).
2. Would you describe Ellison’s behavior as being task-
oriented, or people/relationship-oriented? Refer to Hiriyappa
(2009) and Bauer and Erdogan (2012).
3. How would you describe Ellison’s leadership style? Consider
the leadership styles discussed in the “Types of
Leaders/Leadership Styles” section of Chapter 10 of Hiriyappa
(2010).
Assignment Expectations
· Follow the assignment instructions closely and follow all steps
listed in the instructions.
· Stay focused on the precise assignment questions; don’t go off
on tangents or devote a lot of space to summarizing general
background materials
· List supporting references and cite sources in proper format.
· Use appropriate writing style in essay form (organization,
grammar, and spelling).
· Include both a bibliography and in-text citations. See the
Student Guide to Writing a High-Quality Academic Paper,
including pages 11-14 on in-text citations. Another resource is
the “Writing Style Guide,” which is found under “My
Resources” in the TLC portal.
Mod 1 SLP

Module 1 - SLP
Leadership Traits, Behaviors, and Styles
For the Session Long Project you will be applying the concepts
in the background materials to your own personal experiences in
the workplace. For this first SLP assignment you will choose a
supervisor that you personally worked for and got to know well,
and compare and contrast this supervisor’s leadership
characteristics with your own personal leadership
characteristics using the concepts from the required background
materials. Carefully reflect on your supervisor’s traits,
behaviors, and leadership styles. Then write a 2- to 3-page
paper addressing the following issues:
1. Overall, is your current role more of a leadership or a
management role? How about your supervisor? Are they a
manager or leader? Refer to the section on “Differences
between Leadership and Management” in Chapter 10 of
Hiriyappa (2010).
2. What key differences in leadership traits do you see between
yourself and your supervisor? Refer to specific leadership traits
discussed in the required textbook chapters.
3. What key differences in leadership behaviors do you see
between yourself and your supervisor? Refer to the concepts of
being task-oriented, or people-centered/relationship-oriented
that are discussed in the required background materials.
4. How would you compare your own leadership style with that
of your supervisor? Consider leadership styles discussed in the
background text materials such as autocratic style,
participative/democratic style, and laissez-faire/free-rein style.
SLP Assignment Expectations

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MOD 2 CASE Study
Module 2 - Case
One Size Doesn’t Fit All: Situational Approaches to Leadership
Assignment Overview
For this assignment, first review the background materials with
a focus on Hersey and Blanchard’s Situational Leadership
model. Make sure you are familiar with the four leadership
styles covered in the situational approach including Directing,
Coaching, Supporting, and Delegating and situations where you
are supposed to use these four styles.
Also, familiarize yourself with the more complex Path-Goal
model and Fiedler’s Contingency model. You don’t need to
know these two models in as much detail as the Situational
model to complete this assignment, but make sure you
understand the main idea of these models as well as some of
their main advantages and disadvantages.
Case Assignment
1. For each of the following situations, explain which of the
four leadership styles covered in the Situational model should
be used and explain your reasoning with references to Chapter 4
of Avery (2011) and at least one other required reading from the
background materials:
A. You are in charge of a team of architects. They are highly
skilled but have strong opinions and do not necessarily follow
instructions. These architects are independent thinkers who are

used to doing things their own way.
B. You are in charge of a fast-food restaurant. The employees
are all teenagers who have not yet graduated from high school,
and this is the first job for most of them.
C. You are the supervisor of a team of software engineers. They
are all highly skilled and highly motivated, and are used to
working independently. All of them believe in the mission of
the company.
2. Each of the three models (Situational, Fielder Contingency,
Path-Goal) covered in this module involves both “inputs” and
“outputs.” For example, Situational Leadership involves taking
employee commitment and competency as inputs and then—
based on the employee information—choosing Directing,
Coaching, Supporting, or Delegating as an output. Create a
table comparing and contrasting the three models in terms of
inputs and outputs, and include a 1- or 2-paragraph discussion
of your table.
3. Based on your table in Part 2 above and the readings, which
of the three models do you think is most useful? Take into
consideration both its ability to adapt leadership styles to
realistic situations you may face, as well as ease of use of the
model.

MOD 2 SLP
Module 2 - SLP
One Size Doesn’t Fit All: Situational Approaches to Leadership
For the Module 2 SLP assignment you will continue to apply the
concepts from the background materials to your own personal
experiences in the workplace. Think carefully about Hersey and
Blanchard’s Situational Leadership model and the four
leadership styles of Directing, Coaching, Supporting, and
Delegating. Then consider the styles of one or more of the
supervisors you have worked with, and reflect upon whether or
not their style changed depending on the situation.
After doing some reflecting on your own experiencing and
reviewing the background materials, write a 2- to 3-page paper
addressing the following issues:
1. Take a look at the four developmental levels D1-D4
discussed in Avery (2004). Which of these levels best describes
the developmental level of your supervisor’s full team?
2. How would you describe the tasks required of your
supervisor’s full team? Are they structured or unstructured?
3. Overall, how well does your supervisor’s leadership style
match with the developmental level of their team and the
characteristics of the team’s tasks? Consider the Situational
Leadership model for developmental level and the Path-Goal
model for task characteristics in your answer.
4. Based on either the Situational Leadership or Path-Goal
model, do you have any recommendations for how your
supervisor could change their leadership style?

MOD 3 Case Study
Module 3 - Case
Change-Oriented Leadership: Transformational and Charismatic
Leaders
Assignment Overview
Travis Kalanick was the founding CEO of the ride-sharing giant
Uber. Under his leadership, Uber has become a globally
successful firm with a valuation over $60 billion. Kalanick is in
his early forties, but Uber is the third firm that he started.
Earlier in his career he founded the file-sharing company Scour
which ended up going bankrupt due to lawsuits. He had more
success with another file-sharing company called Red Swoosh
which he later sold for $19 million.
In spite of all of his accomplishments and success, he has
always been a controversial CEO. Recently he was caught on
video berating an Uber driver, a video that went viral. He has
also faced allegations of fostering a toxic corporate culture.
After facing a continuing wave of negative publicity, Kalanick
had to step aside as CEO, but remains as a powerful member of
Uber’s Board of Directors. He is also still one of their major
shareholders, so even though another CEO will be managing the
day-to-day, affairs he is likely to remain as a major leader
within Uber.

For this paper you should first thoroughly review the
background readings and make sure you are clear on the
distinction between charismatic, transformational, and
transactional leadership. Then do some research on Travis
Kalanick’s leadership style. There is no shortage of articles
about Travis Kalanick and Uber. But harder to find are articles
on what kind of leader he is and how he leads his employees.
Here are a few articles to get you started, but if you can find
articles that are more recent or have more information about his
leadership style, feel free to use them in your paper instead:
Top of Form
Hook, L. (2017, March 10). Uber: The crisis inside the “cult of
Travis.” Financial Times, p. 11.[ProQuest]
Somerville, H. (2017, April 13). Uber CEO’s iron grip poses
challenge in COO search. Reuters. Retrieved from
https://www.reuters.com/article/us-uber-governance/uber-ceos-
iron-grip-poses-challenge-in-coo-search-idUSKBN17F1CO?il=0
Fast Company. (2015, September 25). Travis Kalanick, the fall
and spectacular rise of the man behind Uber. South China
Morning Post. Retrieved from
http://www.scmp.com/magazines/post-
magazine/article/1860723/travis-kalanick-fall-and-spectacular-
rise-man-behind-uber
Bottom of Form
Case Assignment
After you have reviewed the background materials and done
some research on Travis Kalanick, write a 4- to 5-page paper
addressing the issues below. Make sure to cite both required
background readings such as Barine and Minja (2012) or
Luthans et al. (2015) as well as specific articles on Travis
Kalanick.
1. Does Travis Kalanick meet the definition of a charismatic
leader based on what you’ve read? Explain your answer using
both the required background textbook readings as well as
specific information you found about Kalanick.
2. Does Travis Kalanick meet the definition of a

transformational leader based on what you’ve read? Explain
your answer using both the required background textbook
readings as well as specific information you found about
Kalanick.
3. Does Travis Kalanick meet the definition of a transactional
leader based on what you’ve read? Explain your answer using
both the required background textbook readings as well as
specific information you found about Kalanick.
4. Overall, what do you believe are the main benefits and
drawbacks of Travis Kalanick’s approach to leadership? Do you
think he needs to make major changes in his leadership style?
Resources” in the TLC porta
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MOD 3 SLP
Module 3 - SLP
Change-Oriented Leadership: Transformational and Charismatic
Leaders
For the Module 3 SLP assignment you will be again be applying
the concepts from the background materials to your own

personal experiences. You can write about the same supervisor
you wrote about in Modules 1 and 2, or choose a different
supervisor that you worked with and got to know well.
Carefully review the concepts and definitions of charismatic,
transformational, and transactional leadership. Then write a 2-
to 3-page paper addressing the following issues using specific
examples from your personal experiences:
1. Describe a situation you experienced in the workplace when a
current or past supervisor used a transformational or
charismatic approach to motivate their employees. Was it
effective?
2. Describe a situation you experienced in the workplace when a
current or past supervisor used a transactional approach to
motivate their employees. Was it effective?
3. Based on what you’ve read for this class so far as well as
from your own experience working with different supervisors,
do you think transformational and charismatic leadership can be
learned or do you think it something you are born with? To
support your answer, use both of the following: your personal
experiences and references from the required background
materials.

MOD 1 CASE
Emotional Intelligence of TV Characters
Previous Next
Hide Description
For the Case Assignment you will be doing some serious
reflection about your own leadership development and those you
work with. But for the discussion forum, try to have some fun.
Based on what you’ve read about emotional intelligence (EQ),
try to diagnose some characters from your favorite TV show.
What aspects of EQ from the readings are these characters high
or low in? If you are not sure what show to use, I highly
recommend the show Silicon Valley as the entire premise of the
show revolves around a group of people with low EQ who are
suddenly thrust into leadership of a multimillion dollar start-up
company. Big Bang Theory should also be a ripe target for your
diagnosis. This first post should be within the first few days of
the module. Be specific with respect to which component of EQ
these characters are high or low in.
Also, make note of interactions in your everyday life. If you
experience any awkward situations with coworkers, friends,
staff at a restaurant or store, etc., try to explain it in terms of
the person’s EQ. Share your experience with a high or low EQ
person sometime during the second week of the module.
I USED THE TV SHOW LAST MAN STANDING BUT YOU
CAN USE OTHERS IF YOU LIKE.
Module 1 - Case
Leadership self-Awareness
Case Assignment
For this first Case Assignment, your task is to apply some of the

leadership development tools that you read about in the
background materials to your own personal development. As a
warning, this assignment as well as several other assignments
will involve taking a lot of surveys. Of course surveys are not
the only tools used in leadership development, but they are one
of the most popular tools and many leadership coaching
companies charge a lot of money for the surveys that they’ve
developed. Fortunately some of the surveys discussed in the
background readings are available for free. The purpose of
taking the quizzes are both for use in your leadership
development, and also to get a taste of what various leadership
coaches out there are doing and charging their clients for.
Make sure to thoroughly review the background readings before
writing your paper. The main tasks in this assignment are A)
read the background materials, B) take some self-assessment
quizzes, and C) write up a self-development plan based on what
you’ve read about in this module and your score on the quizzes.
More specifically, write a four to five page paper addressing the
following questions:
1. Take the Values in Action (VIA) Inventory of Strengths that
was discussed in the background materials. This instrument is
available for free but you need to register:
https://www.viacharacter.org/survey/account/register
If you can find a free variation of the Strengthsfinder survey
online you take this one instead, but the “official”
Strengthsfinder survey from Gallup is not free. Report and
discuss your results. Were your results surprising or what you
expected to find? [One half to one page in length]
2. Now take the Emotional Intelligence Self-Assessment in
Chapter 3 of Sterret (2006) as well as the Leadership
Assessment in this chapter. Discuss how you scored on each of
the different elements of Emotional Intelligence as well as your
Leadership Assessment. Report and discuss your results. Were
your results surprising or what you expected to find? [One half
to one page in length]

3. Now we get to the main heart of the assignment. Based on
what you have learned in this module and the quizzes you took
above, give some specific examples of how you will improve
your leadership skills. Your examples should be based on both
your results on the two quizzes, and from the required readings.
Make sure to cite at least two of the required readings in your
answers, and support your answers with specific results from
the quizzes that you took. [One and a half to two pages]
4. Finally, discuss the main limitations of the quizzes you took
and the concepts you read about for this module. What
information is missing from the quizzes you took? What
additional important aspects of leadership development are not
covered in this material or quizzes? What else do you think you
need to know about yourself in order to improve your leadership
skills? [One page]
listed in the instructions
· Stay focused on the precise assignment questions, don't go off
· List supporting references and cite sources in proper format
including pages 13-14 on in-text citations
Module 1 - SLP
Leadership self-Awareness
For the Session Long Projects you will also be applying the
concepts from the background materials. But instead of
applying them to yourself, you will imagine that you are a
leadership development coach who is hired to by organizations
to diagnosis or give advice to managers. For each of the

situations below, explain what advice or diagnosis you would
give them based on your knowledge of the background readings.
Make sure to cite at least one of the required background
readings in each of your answers. Your paper should be two to
three pages in length:
1. Susan is a manager who decides to assess her strengths using
some of the 24 classifications of the Values in Action Inventory
of Strengths that you read about for this module. She discovers
that two of her biggest strengths are “humor” and “teamwork.”
She concludes that since these are her strengths she doesn’t
need to change anything regarding her use of these strengths.
Do you think this is a good use of her assessment, or should she
make changes to her use of humor and teamwork? If so, what
kind of changes?
2. Harold has an MBA from Harvard and is focused on
becoming a CEO before he is 45 years old. He is very good at
networking and often makes friends with those who rank higher
than him at his current organization. However, employees under
his supervision feel that he often makes decisions based on what
will get him promoted rather than on what is best for his
employees or his organization. How would you characterize his
emotional intelligence (EQ) skills based on the different
elements of EQ discussed in the background readings? Be
specific regarding which elements of EQ you think he is likely
high on or which elements you think he may be lacking.
3. Carl is known as a very caring manager based on his ability
to understand his employee’s problems and taking careful to
time to get to know each and every employee. He is personally
well liked by all of his employees. However, the one complaint
they do have about Carl is that he gets very upset when things
don’t go well and takes things very personally. For example,
when he found out that profitability for his unit had fallen over
the last month he was so upset he had to take a couple of sick
days off from work. How would you characterize his emotional
intelligence (EQ) skills based on the different elements of EQ
discussed in the background readings? Be specific regarding

which elements of EQ you think he is likely high on or which
elements you think he may be lacking.
including pages 13-14 on in-text citations.
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Mod 2 Case Study
Module 2 - Case
Leadership Communication
Case Assignment
As with all of the assignments for this class, first make sure to
thoroughly review the required background materials. Make
sure you fully understand the concepts of the Johari Window as
well as Transactional Analysis. You need to have a solid
understanding of these important concepts in order to
successfully complete this assignment.
We will once again be applying the concepts from this module
to your own experiences as a way of finding potential ways to
develop your leadership skills. For this assignment, choose a
current or former supervisor or subordinate and think carefully

about how the concepts from the Johari Window and
Transactional Analysis applies to this current or previous
supervisor/subordinate relationship. Think carefully about the
flow of information and communication between the two of you,
and also times when either of you behaved as “adults,”
“parents,” or “children” in your dealings with each other. Don’t
worry, this assignment will be purely between you and your
instructor so feel free to be as honest and self-reflective as you
can.
More specifically, write a 4- to 5-page paper answering the
following questions below. Make sure to cite at least one of the
required readings in each answer, and to cite at least three
sources total from the background readings in your paper:
1. Using a Johari Window analysis, what do you think some of
your supervisor’s or subordinate’s blind spots are? What do you
think some of your potential blind spots might be?
2. Also using a Johari Window analysis, what kind of hidden
spots did you keep between you and your supervisor or
subordinate? Did you suspect your supervisor or subordinate of
having hidden spots?
3. Based on your answers to Questions 1 and 2 above as well as
the required readings, how might Johari Window analysis be
used to improve this supervisor/subordinate relationship that
you wrote about in the above two answers?
4. Using Transactional Analysis, give some specific examples of
when you and your supervisor or subordinate acted like
“parents,” “children,” or “adults.” And be honest—we all act
like “children” sometimes in the workplace.
5. Based on your answer to Question 4 and the required
readings, how do you think this supervisor/subordinate
relationship might have been improved using Transactional
Analysis?

· Include both a bibliography and in-text citations. See
the Student Guide to Writing a High-Quality Academic Paper,
MOD 2 SLP
Module 2 - SLP
Leadership Communication
Transactional Analysis and Johari Window in TV and Movies
Previous Next
Hide Description
Continuing with the theme of the Module 1 Discussion, do some
diagnosis of a conversation from your favorite TV show or
movie that demonstrates some aspect of Transactional
Analysis. Which character was the “parent” and which one was
the “child”? Or did both act like “adults”? Explain how
Transactional Analysis applies to this scene. Also, if any of the
characters in this show has a blind spot or hidden area, share
this diagnosis with the class as well. This post should be within
the first few days of the module.
For the second week of the module, start paying close attention
to some interactions in your daily life. Did you have any
conversations or confrontations that could be analyzed using
Transactional Analysis? Did you change your own
communication approach based on what you learned in this
module about Transactional Analysis?
For this assignment you will be applying the concepts of the
Johari Window and Transactional Analysis to some specific
scenarios that you might face if you were a leadership

development coach. Of course make sure to thoroughly review
the required readings before starting on this assignment.
For each of the scenarios below, use at least one reference from
the required readings to answer the specific question. Your
paper should be two to three pages in length:
1. An employee shows up late for work. The supervisor says
“I’m really disappointed in you. This is the fifth time this
month you’ve been late for work!” The employee responds “I’m
tired of you singling me out! Bob, Carol, and Ted are also late
for work sometimes but you never chew them out!” Based on
Transactional Analysis, what roles are the supervisor and
employee playing?
2. An employee receives a performance review from the
supervisor. The supervisor points out several areas where the
employee has performed well and where the employee’s
performance needs to be improved. The employee responds,
“Thank you so much for the feedback. How would you suggest I
go about improving my performance?” Based on Transactional
Analysis, what roles are the supervisor and employee playing?
3. A leadership development coach is brought into a company to
try to improve communication between supervisors and
subordinates. The coach asks everyone to write down areas
where their supervisor or subordinate has a blind spot. Everyone
writes down a lot of complaints about areas that they think their
supervisor or subordinate is clueless about. The coach shares
what everyone wrote with the whole group. A lot of finger-
pointing and arguments ensue, with a lot of feelings hurt. What
additional steps do you think the coach should have taken based
on the Johari Window that might have improved the outcome?

MOD 3 Case Study
Module 3 - Case
360-Degree Feedback
Assignment Overview
Continuing on the themes of the Module 1 and 2 Case
Assignments, for this module you will also be doing a self-
assessment as well as applying the concepts from the module to
your own organization. Make sure to thoroughly review the
required background materials before starting this assignment,
as you need to apply concepts from readings such as Carelli
(2010) and Fleenor, et al. (2008) as part of this assignment.

Fleenor, et al.’s checklist on page 37 and the Carelli’s checklist
on page 175 are especially important for this assignment.
Case Assignment
This assignment has five sections. For each section, the
suggested length is one half to one full page, for a total length
of four to five pages not including the title page and references.
You should also make sure to cite Carelli (2010) and Fleenor, et
al. (2008) multiple times throughout the paper as well as any
additional references that you find:
1. Most 360-degree surveys are not free and in fact are very
expensive if you want to get a license to use them at your
organization. However, there are a few free sample 360-degree
surveys out there. Do a search on Google or other search
engines using terms such as “free 360-degree feedback survey.”
Find two or three free surveys and choose one of them that you
think would be most applicable to your organization. Explain
the reasoning for your choice, and try to use criteria from the
readings such as the checklists from Carelli (2010, p. 175) and
Fleenor, et al. (2008, p. 37).
2. Now take the survey that you chose in your answer to
Question 2 above. Fill out the survey as a self-evaluation – that
is, use the survey to evaluate your own leadership skills and
other skills. Report the results of your survey. Do you think the
survey was useful? What areas for improvement in your
leadership skills did you find from using the survey?
3. As a next step, fill out the survey again but this time evaluate
your current supervisor or a previous supervisor that you
worked with. Report your results. Were the results fair to your
supervisor? What are the main areas for improvement for your
supervisor based on your results?
4. Now that you have taken the survey twice, what areas for
improvement would you make for it before using it again?
Would you change the wording of the questions? Any questions
that you would add? Use the concepts from Carelli (2010) and
Fleenor, et al. (2008) as well as your own experiences filling
out the survey to assess the usefulness of the survey that you

took.
5. Finally, take a look at pages 153-155 of Carelli (2010) where
she discusses pitfalls and potential biases of a 360-degree
survey. Which pitfalls do you think would apply to your
organization and the leaders you work with? How might you
overcome these pitfalls if you were to lead a 360-degree survey
process in your organization?
MOD 3 SLP
Module 3 - SLP
360-Degree Feedback
For this assignment you will be applying the concepts from the
background readings to some specific scenarios that you might
face if you were a leadership development coach. Make sure to
thoroughly review Carelli (2010) and Fleenor, et al. (2008)
before starting on this assignment.
For each of the scenarios below, use at least one reference from
the required readings to answer the specific question. Use your
knowledge of the background readings to diagnose each
scenario in terms of what went wrong and what could have been

done differently. Your paper should be 2-3 pages in length:
1. An organization decides that they don’t want to spend the
large amount of money to use a 360-degree survey from an
established vendor and instead decides to develop their own
survey. An employee in the human resource department is asked
to create a list of 50 questions about different areas of
leadership performance. Two of the senior managers look at the
questions briefly and then send out the survey as part of a 360-
degree process. Once the results come in, there is no rhyme or
reason to the results. For example, one top performing leader in
the organization gets perfect performance scores from some
employees and very negative scores from other employees.
Management is not sure if the results from the survey can be
trusted or not.
2. A unit in one organization is having a lot of performance
issues and senior management is not sure of the reasons for this.
They don’t want to fire any employees but they do think some
of the supervisors need to improve their leadership skills. The
survey is sent to five employees, which includes two
supervisors and three direct reports. They are told that the
survey will be anonymous but the results of each survey will be
shared with all five employees – only the names will be
removed from each survey but they will all be able to see the
evaluation scores on each question. When senior management
sees the survey results, they find that all five employees
received almost perfect scores and no useful information from
the surveys can be found.
3. A software company is concerned that they are losing market
share to their competitors and that their software is not as high
in quality as it used to be. In an effort to improve their
competitiveness, they decide to use a 360-degree survey process
to identify areas for improvement in leadership skills among
their top supervisors in their software design department. After
searching through a few different 360-degree instruments
offered by different vendors, they find a survey that focuses on
communication and teamwork skills. The process seems to go

very well as supervisors who score low on communication or
teamwork agree to go through training to improve these skills.
One year later the 360-degree process is repeated and most
supervisors show greatly improved communication and
teamwork skills. However, the quality of the company’s
software does not seem to have improved at all in spite of the
improvements in communication and teamwork.
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