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1. How do the activities of this type of boss undermine leadership effectiveness? Use at least two of the leadership theories from the chapter to support your answer. (use two of these theories;Trait theories, Behavioral theories, Contingency theory, Situational theory, Path-goal theory, Leader-member exchange theory)2. What are the possible legal ramifications for a boss who continues to exhibit this type of behavior? Any HR professionals in the class, please share your expertise!3. Review the Leader-Member Exchange theory and discuss how the type of behavior described in this article might lead to the type of behavior that is supported by this theory.4. Since this article is gender-specific, do you believe that this type of behavior is more prevalent with females than males? How does this type of behavior affect the trust relationship between employee and leader? (p. 402-03)
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Career OBjectives
How can I get my boss to be a better leader?
This exercise contributes to:
Learning Objective: Identify the central tenets and main limitations of behavioral theories
Learning Outcomes: Discuss the influence of culture on organizational behavior; Summarize the major theories of
and approaches to leadership
AACSB: Diverse and multicultural work environments; Reflective thinking
My boss is the CEO, and she’s a gossipy, in-your-business over sharer. She’s always asking our
top management team personal questions and shares information with anyone. The other day, I
caught her e-mailing my colleague about my salary and career prospects! What should I do about
her poor leadership? — Phil
Dear Phil,
Nobody likes an over sharer! Perhaps your boss isn’t aware of the impact of her behavior and
thinks she is just being friendly. Assuming this is the case, you might be able to make her think
first before sharing. If you’re comfortable addressing her, you may suggest a private meeting to
discuss your concerns. You should bring a list of the types of information she solicits and
shares—with an example or two—and, if she’s open to discussion, problem-solve with her about
her habit. She may see that her “open book” approach is undermining her leadership
effectiveness.
Another tactic might start with your researching the best privacy practices, laws, and business
guidelines. Be sure to source your organization’s HR handbook for any mentions of privacy
expectations. Then in your meeting you could present your research findings. With both direct
approaches, you run the risk of offending your boss, which may very well happen if she becomes
embarassed. Moreover, she may defend her behavior if her oversharing is actually strategic
gossip and not see the problem, which could have ramifications for what she then thinks and says
about you!
These approaches still might be worth trying, but from what you’ve said about her, it’s highly
unlikely she will change her general behavior. Research indicates that her personal tendencies
will prevail over time. It sounds like she is extraverted, for instance—you’re not going to change
that. She may be clever and manipulative, purposefully leveraging her information for personal
gain without a concern for others (high-Machiavellian or narcissistic). In that case self-awareness
can help, but her behavior won’t change unless she is willing to practice self-regulation.
Perhaps most importantly, it doesn’t seem that you like your boss. This may be a real problem
that you cannot surmount. How are you going to build a relationship of trust with her, trust that
will be needed for you to continue to feel motivated and work hard? Unfortunately, if you cannot
thrive in this environment, it may be best to move on.

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