Action-observation-reflection model: Leadership development is enhanced when people do something (act), note what happened (observe), and think about what occurred (reflect).

2. Leadership and Maxims: You will write down the leadership maxims (three to five that are of most interest to you) of a personal or famous leader. In what situations do they work or not work, how would you go about testing the maxims.

3. Upon completing your personality profile, describe the results of each section or facet of the profile, discuss if you believe the profile fits your self-perception or image and share the profile with a good friend or family member and record their reactions concerning how well they believe the profile fits you.

4. Chapter 8 discussed several skills identified important to good leaders. These skills were: (a) Building Credibility, (b) Communication, (c) Listening, (d) Assertiveness, (e) Conducting Meetings, (f) Effective Stress Management, (g) Problem solving, and (h) Improving creativity. Although you might not engage in all of these activities at work or in school, choose four of the eight skills that you believe are most important, and discuss how you personally improve these skills for effective leadership development.

5. Stages: There are four well-known stages all groups move through prior to becoming cohesive, they are: (a) Forming, (b) Storming, (c) Norming, and (d) Performing first developed by Bruce Tuckman in 1965. Later, adjouring was added to the original four to make: (a) Forming, (b) Storming, (c) Norming, (d) Performing, and (e) Adjourning. Describe a recent school, work or family group you were a part of; did you notice these various stages? Now you are aware of these stages, do you believe any of these stages can be skipped and is there a “price” in skipping any of these stages?

6.  In Chapter 13, p. 522, Highlight 13.6, Edgar Schein is introduced as a significant figure in the theory of organizational development, career development, group process consultation, and organizational culture. Briefly provide a historical background on Schein’s theory’s and describe an organization you were or are a part of in terms of these 4 factors: myths/symbols/ritual/language. How do you think those factors affect leadership in that organization?

7. Level 5 Leadership: In chapter 15, pp. 614-615, Highlight 15.9 discussed the concept of Good to Great. Within the confines of leadership and change discussed throughout much of the chapter, answer the first question focused on Level 5 leadership. The chapter spent a good deal of time discussing three types of leadership personalities: (a) Charismatic leadership, (b) Transformational leadership, and (c) Transactional leadership, how would each of these personalities fit into the Level 5 leadership model?

8.