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Chapter Ten Exercises Page 1

Chapter Ten Exercise: Empowering Other Leaders

After you read Chapter Ten, this exercise will help you empower other leaders.

Leadership Relationships

Leadership relationships can take many forms. The following is a list of the roles leaders play in developing relationships with others in their organization. Please assess your effectiveness in each type of leadership relationship (from 1–10, with 10 being “Very Well,” 5 being “Satisfactory,” and 1 being “Poorly”). Put a check next to those items you would like to focus on for improvement and an asterisk next to those items which are your strengths.

RATING (1–10) STRENGTH NEEDS IMPROVEMENT

Directing Giving people directions about work to be done

Organizing Organizing people to get things done

Delegating Giving others authority and responsibility

Persuading Convincing others of your point of view

Listening Hearing clearly what others are saying

Motivating Inspiring people to achieve the task

Empowering Encouraging others to reach their potential

Discussing Talking through different points of view

Learning Gaining understanding through others

Teaching Transmitting understanding to others

Advising Counseling others on their challenges

Chapter Ten Exercises Page 2

Coaching Guiding others accomplishing their tasks

Mentoring Helping others grow as leaders

Following Following the leadership of others

1. What are your greatest strengths in establishing relationships?

2. What areas do you intend to improve upon?

Chapter Ten Exercises Page 3

Leadership Relationships in the Workplace

Describe the kinds of leadership relationships you have in the workplace with your superiors, peers, subordinates, and external constituencies.

1. Bosses: What kind of relationship do you have with your boss? How could you make it better?

2. Peers: What kind of relationship do you have with your peers at work? 3. Subordinates: What kind of relationships would you like to have with your

subordinates? How could they be improved? 4. Organizational Networking: How effective are you in building a network of

relationships in your organization? What can you do to improve your networking?

Chapter Ten Exercises Page 4

Empowering Other Leaders

1. Describe an example from your past where you have been effective in inspiring other leaders around a common purpose and shared values.

2. How effective are you today at empowering other people to step up and lead?

How do you go about doing this? What are you doing to improve your effectiveness?

3. Recall a situation in which you faced a conflict between empowering other

people and reaching your performance goals. How did you resolve the conflict?

Did you give preference to reaching your goals or to your relationships?

Would you act differently in the future when facing a conflict between relationships

and performance?