Description
Review “Case 3.1: A Strained Research Team,” located in Chapter 3 of the textbook, Leadership: Theory and Practice. Post a 250-300 word response to the questions located at the end of the case. In your response, be sure to address the strengths and weaknesses of the three-skill approach in this situation.
APA, use intext citations and scholarly references
Read Chapters 3 and 4 of Leadership: Theory and Practice.
http://gcumedia.com/digital-resources/sage/2015/leadership_theory-and-practice_ebook_7e.php
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Questions
1. Based on the skills approach, how would you assess Dr. Wood’s leader-
ship and his relationship to the members of the Elder Care Project
team? Will the project be successful?
(Continued)
FOR THE USE OF GRAND CANYON UNIVERSITY STUDENTS AND FACULTY ONLY.
NOT FOR DISTRIBUTION, SALE, OR REPRINTING.
ANY AND ALL UNAUTHORIZED USE IS STRICTLY PROHIBITED.
Copyright © 2016 by SAGE Publications, Inc.
62 LEADERSHIP THEORY AND PRACTICE
(Continued)
2. Does Dr. Wood have the skills necessary to be an effective leader of
this research team?
3. The skills model describes three important competencies for leaders:
problem-solving skills, social judgment skills, and knowledge. If you
were to coach Dr. Wood using this model, what competencies would
you address with him? What changes would you suggest that he
make in his leadership?
CASE 3.1
A Strained Research Team
Dr. Adam Wood is the principal investigator on a 3-year, $1 million feder-
ally funded research grant to study health education programs for older
populations, called the Elder Care Project. Unlike previous projects, in
which Dr. Wood worked alone or with one or two other investigators,
on this project Dr. Wood has 11 colleagues. His project team is made up
of two co-investigators (with PhDs), four intervention staff (with MAs).
and five general staff members (with BAS). One year into the project, it
has become apparent to Dr. Wood and the team that the project is
underbudgeted and has too few resources. Team members are spending
20%-30% more time on the project than has been budgeted to pay
ti
Training Skills
FOR THE USE OF GRAND CANYON UNIVERSITY STUDENTS AND FACULTY ONLY.
NOT FOR DISTRIBUTION, SALE, OR REPRINTING.
ANY AND ALL UNAUTHORIZED USE IS STRICTLY PROHIBITED.
Copyright © 2016 by SAGE Publications, Inc.
Chapter 3 | Skills Approach 61
them. Regardless of the resource strain, all team members are committed
to the project; they believe in its goals and the importance of its out-
comes. Dr. Wood is known throughout the country as the foremost
scholar in this area of health education research. He is often asked to
serve on national review and advisory boards. His publication record is
second to none. In addition, his colleagues in the university know Dr.
Wood as a very competent researcher. People come to Dr. Wood for
advice on research design and methodology questions. They also come
to him for questions about theoretical formulations. He has a reputation
as someone who can see the big picture on research projects.
Despite his research competence, there are problems on Dr. Wood’s
research team. Dr. Wood worries there is a great deal of work to be done
Despite his research competence, there are problems on Dr. Wood’s
research team. Dr. Wood worries there is a great deal of work to be done
but that the members of the team are not devoting sufficient time to
the Elder Care Project. He is frustrated because many of the day-to-day
research tasks of the project are falling into his lap. He enters a research
meeting, throws his notebook down on the table, and says, “I wish I’d
never taken this project on. It’s taking way too much of my time. The rest
of you aren’t pulling your fair share.” Team members feel exasperated
at Dr. Wood’s comments. Although they respect his competence, they
find his leadership style frustrating. His negative comments at staff meet-
ings are having a demoralizing effect on the research team. Despite their
hard work and devotion to the project, Dr. Wood seldom compliments
or praises their efforts. Team members believe that they have spent more
time than anticipated on the project and have received less pay or credit
than expected. The project is sucking away a lot of staff energy, yet Dr.
Wood does not seem to understand the pressures confronting his staff.
The research staff is starting to feel burned out, but members realize
they need to keep trying because they are under time constraints from
the federal government to do the work promised. The team needs to
develop a pamphlet for the participants in the Elder Care Project, but the
pamphlet costs are significantly more than budgeted in the grant. Dr.
Wood has been very adept at finding out where they might find small
pockets of money to help cover those costs.
Although team members are pleased that he is able to obtain the money,
they are sure he will use this as just another example of how he was the
one doing most of the work on the project.
Questions
1. Based on the skills approach, how would you assess Dr. Wood’s leader-
ship and his relationship to the members of the Elder Care Project
team? Will the project be successful?
(Continued)
Purchase answer to see full
attachment
1. Based on the skills approach, how would you assess Dr. Wood’s leader-
ship and his relationship to the members of the Elder Care Project
team? Will the project be successful?
(Continued)
FOR THE USE OF GRAND CANYON UNIVERSITY STUDENTS AND FACULTY ONLY.
NOT FOR DISTRIBUTION, SALE, OR REPRINTING.
ANY AND ALL UNAUTHORIZED USE IS STRICTLY PROHIBITED.
Copyright © 2016 by SAGE Publications, Inc.
62 LEADERSHIP THEORY AND PRACTICE
(Continued)
2. Does Dr. Wood have the skills necessary to be an effective leader of
this research team?
3. The skills model describes three important competencies for leaders:
problem-solving skills, social judgment skills, and knowledge. If you
were to coach Dr. Wood using this model, what competencies would
you address with him? What changes would you suggest that he
make in his leadership?
CASE 3.1
A Strained Research Team
Dr. Adam Wood is the principal investigator on a 3-year, $1 million feder-
ally funded research grant to study health education programs for older
populations, called the Elder Care Project. Unlike previous projects, in
which Dr. Wood worked alone or with one or two other investigators,
on this project Dr. Wood has 11 colleagues. His project team is made up
of two co-investigators (with PhDs), four intervention staff (with MAs).
and five general staff members (with BAS). One year into the project, it
has become apparent to Dr. Wood and the team that the project is
underbudgeted and has too few resources. Team members are spending
20%-30% more time on the project than has been budgeted to pay
ti
Training Skills
FOR THE USE OF GRAND CANYON UNIVERSITY STUDENTS AND FACULTY ONLY.
NOT FOR DISTRIBUTION, SALE, OR REPRINTING.
ANY AND ALL UNAUTHORIZED USE IS STRICTLY PROHIBITED.
Copyright © 2016 by SAGE Publications, Inc.
Chapter 3 | Skills Approach 61
them. Regardless of the resource strain, all team members are committed
to the project; they believe in its goals and the importance of its out-
comes. Dr. Wood is known throughout the country as the foremost
scholar in this area of health education research. He is often asked to
serve on national review and advisory boards. His publication record is
second to none. In addition, his colleagues in the university know Dr.
Wood as a very competent researcher. People come to Dr. Wood for
advice on research design and methodology questions. They also come
to him for questions about theoretical formulations. He has a reputation
as someone who can see the big picture on research projects.
Despite his research competence, there are problems on Dr. Wood’s
research team. Dr. Wood worries there is a great deal of work to be done
Despite his research competence, there are problems on Dr. Wood’s
research team. Dr. Wood worries there is a great deal of work to be done
but that the members of the team are not devoting sufficient time to
the Elder Care Project. He is frustrated because many of the day-to-day
research tasks of the project are falling into his lap. He enters a research
meeting, throws his notebook down on the table, and says, “I wish I’d
never taken this project on. It’s taking way too much of my time. The rest
of you aren’t pulling your fair share.” Team members feel exasperated
at Dr. Wood’s comments. Although they respect his competence, they
find his leadership style frustrating. His negative comments at staff meet-
ings are having a demoralizing effect on the research team. Despite their
hard work and devotion to the project, Dr. Wood seldom compliments
or praises their efforts. Team members believe that they have spent more
time than anticipated on the project and have received less pay or credit
than expected. The project is sucking away a lot of staff energy, yet Dr.
Wood does not seem to understand the pressures confronting his staff.
The research staff is starting to feel burned out, but members realize
they need to keep trying because they are under time constraints from
the federal government to do the work promised. The team needs to
develop a pamphlet for the participants in the Elder Care Project, but the
pamphlet costs are significantly more than budgeted in the grant. Dr.
Wood has been very adept at finding out where they might find small
pockets of money to help cover those costs.
Although team members are pleased that he is able to obtain the money,
they are sure he will use this as just another example of how he was the
one doing most of the work on the project.
Questions
1. Based on the skills approach, how would you assess Dr. Wood’s leader-
ship and his relationship to the members of the Elder Care Project
team? Will the project be successful?
(Continued)
Purchase answer to see full
attachment
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