Midterm! CRASH

Theory	Definition	Scene	Character	Example
Trait Based Theories	Idea that people are born with certain characteristics and these qualities cannot be changed; they are passed down from generation to generation.  Good leaders are born with certain traits, such as intelligence, charisma, honesty, motivation, forward thinking and inspiring.  These traits attract followers and thus make a person that possesses them a leader. However, researchers and psychologists alike have challenged this idea since the mid-20th century.  Although it has been shown that leaders are born with these tendencies that influence personalities, it has also been shown that people can learn to change these character traits for better or worse. For example, a person who is honest can learn to become dishonest and vise versa, with a bit of practice at it. Also, things such as experience and maturation can alter someone’s confidence or competence. This is not to be confused with skills that are learned like mathematics or computer software.  This theory remains controversial to this day— scholars argue whether a leader is born, created or both.	Beginning of the movie (third scene).  Two black men are walking down the street after they have just had dinner in a white neighborhood.  One is complaining that they did not receive good service because of their color.  This scene sets the tone for the movie, showing us stereotypes between races in America.	Anthony (Ludacris)	In Anthony’s rant, we see that he is clearly talking about things we are born with.  He (and many of us) thinks that if you are born into a certain race, or even culture that you are given certain traits that have passed through your bloodline.  In this particular scene, he thinks that if you are born black, you will be looked down upon in a white society.  So, as a black person, he not only thinks that you are not born with certain traits to be a leader, but white people are born with the traits of non-trusting and arrogant.  He uses this tool to justify the fact that they are armed and about to steal a car.
Skills and Competencies (Use HTM Model)	The HTM Kaleidoscope was developed by conducting research of service leaders across the United States (Testa, Sipe).  This model is used to mold service managers into a well-rounded leader.  Great leaders possess these skills are valued assets to the company.  The model contains three core competencies: Business Savvy, People Savvy, and Self Savvy.  Each contains four pillars that comprise the element of the model: Business Savvy   Numberwise – an understanding of “the story behind the numbers” from an accounting, financial trends in the company and industry.  Planning – a comprehension of department goals and how to accomplish them, and the ability to stay organized. Strategic Decision Making – An ability to use many resources to solve problems and outside of the box thinking. Superior Technical Service – Being able to streamline operations, and increase efficiency. People Savvy Superior Expressive Service – The manager foes above and beyond to create an experience for the guest.  Builds lasting relationships. Interpersonal Communication – The ability of the manager to be able to communicate written and orally with the staff, and build positive relationships. Caching/Training – Leaders that help their subordinates to develop their own career goals. Networked – Create relationships with other industry leaders create opportunities to meet new people. Self Savvy Professionalism – The leader takes pride in the way they look and carry them. Self-Development – Willingness for self-improvement and introspection. Time Management – Prioritizing schedules and being able to meet deadlines by planning ahead. Spirit of Optimism – Ability to see opportunity in every situation.  Excitement about their jobs and the future, and motivates others to do the same.	After they have just been carjacked, Jean and Rick are at their home.  Rick is concerned that his robbery will result in bad media attention for his upcoming election.	Rick (Brendan Fraser)	Rick is clearly exhibiting the Business Savvy competency in this scene.  He fears that his car theft will result in losing either the black vote if he prosecutes the thieves, or he will loose the law and order vote if he does nothing.  He uses strategic thinking (even if we think it may be negative) by looking ahead.  He knows his goal of getting every vote he can, and this may not be met.  He use outside of the box thinking to come up with a solution:  he needs a picture of him giving a medal to a black officer.  He thinks of this quickly and efficiently.
Behavior Based Theories (Use MLQ or LPI)	The idea behind behavioral based leadership is that leaders are made and not born.  Anyone can learn to become a leader by being educated on things that make a leader.  They can also observe traits and skills of mentors and immolate them.  The person is creating the ideal leader that they want to be and are conscientious of their shortcomings, and strive to improve them.  Thus, this theory focuses primarily on the actions of leaders, not their internal states or mental qualities.  There are two primary categories of the behavior-based theory: relationship and task oriented.  A relationship-oriented leader is one who aims to build a connection with his or her subordinates.  They help mentor them, providing support and encouragement to succeed.   They empower their employees to provide solutions to problems.  They also celebrate achievements and milestones.  On the other hand, a manager that is task-oriented manager will monitor activities and performance of employees by evaluating samples of work and holds meetings with employee(s) and discusses areas for improvement.   They are very clear and precise when communicating what is expected from employees, and expect precise results.  For example, if an employee is not performing as well as he/she used to, a relations oriented manager may think that there is something going on in his/her personal life, and a task oriented manager may think that the employee has become apathetic.  Because this theory involves the leader to strive for improvement, there are assessments to make him or her aware of what kind of behavioral leader they are, and where they can grow.   The Multifactor Leadership Questionnaire (MLQ) measures the types of behavioral leadership they possess.  It is considered a 365-degree instrument-meaning it encompasses their behaviors on many levels, self, relationships and peers.   There are 45 items that the person taking it rates themselves on, as well as coworkers and their own leaders.  It measures the level of leader they are and explains what can make them better in a developmental report.	The two officers meet outside a squad car after Hanson has asked to be given another partner because of Officer Ryan’s behavior.  They both know that Hanson has done this, and has taken extreme measures to do so.	Officer Hanson and Officer Ryan	In this scene, officer Ryan gets into Hanson’s face and says “Wait ‘till you have been on the job a few more years—you have no idea.” It is implied that being on the job for so long has changed his demeanor excusing his behavior as if he was once good, but the job has made him become a bad person that takes advantage.  Even though it may be an example of showing a good person going bad, it proves that it may be possible for someone to learn different behavior with experience.
Leader/ Member Exchange (LMX)	A two-way relationship between the leader and followers, and increase organizational success by creating positive and meaningful relationships.  After a person joins a team, he/she will go through the following stages: Stranger – Member joins the team.  The leader can offer the employee opportunities that can help demonstrate talent.  Trust is limited. Acquaintance – A role is created for the member, and an unspoken promise for trust and dedication is formed.  A termination of that trust can result in demotion or termination.  Factors that test relationship occur. Partnership – A pattern of social exchange becomes more evident.  Subordinates sustain trust and respect for each other.  Member and leader mutually influence each other.	Beginning of the movie.  A handsome couple is walking dawn the street after they have had dinner. They are arguing over Ricks’ phone call with one of his female co-worker. Jean is upset that he can’t even have dinner without talking to her. A couple is being pulled over by the cops because they are allegedly doing something illegal.	Rick (Brendan Fraser) and Jean (Sandra Bullock) Christine	This is an example of a partnership.  I sensed a tinge of jealousy, and the potential for trust to be violated with Jean.  Because of their strong social bond, he knows he must maintain that trust in order nit to revert backwards in the LMX.  Therefore he takes the battery out of his phone and symbolically hands it to her; giving her control of the situation. She and the arresting officer are strangers, and there is no trust between them.  He immediately violates that trust and takes advantage of his leadership by touching her in inappropriate ways.  Later in the movie, we will see the consequences of this action when they meet again.
Path/Goal Theory	In this theory, the leader is considered a guide to allow subordinates to choose the best paths in order to reach their goals.  Leaders connect with their employees by using different types of leadership behavior depending on the situation or demand.  This means that leaders are flexible and evolving in their style, while also allowing the employee to influence him/her as well.	An officer confronts his boss to be removed from his partner ship from the other officer because the officer has recently violated a woman by touching her inappropriately.	Officer Hanson (Ryan Philippe) and his Sargent	This is an example of how NOT to be a good Path/Goal leader. Officer Hanson is restricted by his boss of making changes to his path because it may reflect on the Sargent in a negative matter, because he would have been the manager that let “a bigot” be under his watch for 11 years. The only way he will allow the change is if Hanson degrades himself.  He gives him no other option.
Situational Leadership	Developed by Paul Hersey and Ken Blanchart, this theory acquires management to change their leadership methods to subordinates’ readiness and behavioral level.  Depending on the follower’s needs, the leader assumes that all followers work at different capacities depending on their experience and work ethic.  There are four zones that the leader uses to determine the follower’s readiness and behavioral level. S1-S4: S1 – High Task, Low Relationship:  The leader must be very specific in informing tasks. This is a relatively new employee, and my lack confidence or skill level to perform the job. S2 – High Task, High Relationship: The leader must explain the duties and guide them to success.  The follower is willing to perform duties and is confident, but lacks skills and experience. S3 – High Relationship, Low Task: The leader must support and empower employee. The person has the skills to perform job, but may lack motivation or drive to accomplish goals. S4 – Low Relationship, Low Task: The leader must coach and follow up continuously with follower. The person is confident and skilled in duties, and need little direction	A locksmith has just changed the locks for in a convenient store because of a recent break in.  He tries to explain that the lock has been replaced, but the storeowner needs to get his door fixed as well.  The storeowner does not agree and thinks the locksmith is trying to cheat him.	The locksmith and the Persian store owner	This is a good example of NOT changing leadership methods to revolve around the subordinate.  The locksmith’s readiness level in this scene is and S4.  He is highly skilled and confident, needing little direction.  However, the storeowner treats him as if he does not know what he is doing, and belittles him and calls him a cheater.  The result is the locksmith being offended, and offers no more assistance and walks out of the store.  The problem with the door will remain unsolved.
Transform-ational Leadership	The father of this theory, James MacGregor Burns used a great deal of research to develop it.  It is a process by which “leaders and followers help each other to advance to a higher level of morale and motivation”.  The leader allows followers to change and transform their values and goals to accomplish the leader’s shared vision.  The leader influences the employees to go above and beyond what is expected from their job description.  In this theory, the leader treats the subordinate as an equal, and expects great things, therefore respects and celebrates decisions.  During the employees’ tenure, the leader acts as a coach and a mentor, and provides empathy and support.	A man (the locksmith) has just returned home after a confrontation with the Persian storeowner.  It is late, and he checks on his daughter who is hiding under the bed.  She is scared of a bullet coming through her window.  They have recently moved to a better neighborhood because this happened in the past.	The locksmith and his daughter	When confronting his daughter, the locksmith makes her feel comfortable by putting himself in her position.  He speaks to her in a childlike manner, using soft tones.  He assures her that they are no longer in a bad neighborhood.  He also displays his leadership status while teaching her something—the word impenetrable.   He gives her confidence by convincing her that she has an invisible protective coat.