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本帖最后由 laitad 于 2013-10-15 02:44 编辑
I've come up with some questions of case 1 (about module 7) and would like to share them with all of you guys, I'll come up with more questions and work on the answer tomorrow 
1. Sue Morphet was brought in by Pacific Brands to lead the transformation process. Discuss whether she demonstrated management or leadership of the transformation, providing case facts to justify your response.
2. Assume Sue Morphet is a transformational leader? Please identity the 3 phases of transformation leadership according to the case. (p.16: creative destruction)
3. According to Jim Collins’s 5 levels of leadership, which level of leadership do you think Sue Morphet belongs to? Any why?
4. Evaluate the transformation Pacific Brands using the 7-S model.
5. Using the four key ways that leaders of an organization can make decisions outlined by Brent Gleeson, what approach to decision-making was adopted by Sue Morphet and provide examples to justify your response. ( p.28: command, collaborative, consensus, convenience)
6. Is Sue Morphet a visionary leader? Justify your response.
7. How did Sue Morphet performed in her role, as a leader, during strategic analysis stage?
8. There are 4 minimum requirements (establish a sense of urgency; communicate the vision; empower others to act; make new approaches ingrained in the organization) for success strategic leadership during implementation stage, does Sue Morphet fulfill all of them? Justify.
9. What type of personnel (p.38) does Sue Morphet belong to? Please give example to support.
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