Case Study Bob Knowlton

3170 WordsMay 8, 201313 Pages
Outline Overview Leadership & Leadership Style Attribution Theory of Leadership Bass (1) theory of Leadership Important keys of leadership Questions What attributions did Bob Knowlton make? What team norms seemed to be operating in Knowlton’s team? What leadership style did Knowlton need from Dr. Jerrold after Fester arrived? Explain. What leadership style did Knowlton seem to get from Dr. Jerrod before and after Fester arrived What leadership style did Fester use with his subordinates? What leadership style did Knowlton use with Fester? Was it effective? Explain. What would you have done with Fester if you were Knowlton? What would you have done to influence Dr. Jerrold if you were Knowlton?…show more content…
Questions & Answers What attributions did Bob Knowlton make? Knowlton implemented the ideal of the Proton Correlator, thus he produced. He was very dedicated; he normally stayed after the others had gone, to review the group work. He was a good team leader, he lead meeting regularly before Fester came on the scene. Because of his attributions he was promoted only after two years with the company. What team norms seemed to be operating in Knowlton’s team? Norms can be defined as rules and patterns of behavior that are accepted and expected by members of team, we can say then that Knowlton had a clear goal – as he made the team produce to his boss level of satisfaction. Therefore to help the team attain that goal, Knowlton had developed team norms that are consistent with neutral respect to, or conflict with that goal. For example Knowlton held regular meeting with team members to discuss method of analysis of patterns, and other problems. He set norms on how to handle team meeting, and who can participate in these meetings, all these norms set in a way to improve their productivity. The team members were aware of these norms, and they understood how necessary the norms were in order to achieve their goal. What is also important to remember, is that these norms were well enforced with no problem at all, and members of the team felt comfortable with the norms, until Fester arrived. They generally form and enforce norms with respect to behaviors that they

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