1. City National Bank of Florida CEO Leonard Abess is known for his generosity to current and former employees, including a distribution of $60 million to 471 of them. Abess does not brag about his generosity or his considerable philanthropy, he says he simply wants to show his staff how much he appreciates them. How would you characterize Abess’ leadership style and why? Is he charismatic? Transactional? Transformative? Something else?

2. Compare and contrast the three major situational leadership contingency theories discussed in the attachment below. Notice that while Fiedler argues that it is hard for leaders to change their style, the other theorists recommend that leaders should be flexible in adjusting their styles to match the situation. Therefore, the theory that works best for a particular individual may depend upon the extent to which he or she is capable of changing styles. Share an example identifying the Author’s approach and why.

3. What are the traits of effective leaders? What do leaders typically look like? What characteristics do leaders typically possess?

4. The television show Undercover Boss features a leader working undercover in his/her own company to find out how the organization really works. Consider the ethical leadership lessons it might offer.
Executives from DirecTV, Hooters, 7-Eleven, NASCAR, Chiquita, and Choice Hotels have been featured on the show. Typically, the executive works undercover for a week. Then the employees with whom and under whom the leader has worked are summoned to company headquarters and rewarded, or punished, for their actions.
In one episode, Waste Management’s president Larry O’Donnell, sporting gray stubble and work clothes, works the back of a trash truck. Later, he sorts recyclables from a fast-moving conveyer belt. Under the barking orders of a supervisor, he even cleans a long line of portable toilets.
Some criticize the show for its faux realism. The CEOs know they are on camera, so every word and facial expression is for the cameras. Many employees know they are on camera too. One critic commented, “Because the series’ very existence requires cooperation from the executives that it purports to make suffer for their sins, it has to raise them higher, in the end, than it found them at the start.”
Realistic or not, the series continues to be popular. After all, haven’t you sometimes wondered what it would be like to do someone else’s job?
The idea has moved beyond television too. Recently, the Australian government created a program that places CEOs undercover in their own workplaces. One CEO, Phil Smith of clothing retailer Fletcher Jones, said in tears of the experience, “I learned a lot from this that I would not have found out any other way.”
a) Do you think it is ethical for a leader to go undercover in his or her organization? Why or why not?
b) Do you think leaders who work undercover are really changed as a result of their experiences? Explain.
c) Would you support a government program that gave companies incentives to send leaders undercover? Explain.

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