1. Why are both position power and personal power essential inmanagement?2. Use Fiedler’s terms to list the characteristics of situations that wouldbe extremely favorable and extremely unfavorable to a leader.3. Describe the situations in which House’s path-goal theory wouldexpect (a) a participative leadership style and (b) a directive leadershipstyle to work best.4. How do you sum up in two or three sentences the notion of servantleadership?5. When Birgit took over as leader of a new product development team,she was both excited and apprehensive. ‘I wonder’, she said to herselfon the first day of her new assignment, ‘if I can meet the challenges ofleadership’. Later that day, Birgit shares this concern with you duringa coffee break. How would you describe to Birgit the personalimplications of current thinking on transformational and moralleadership and how they might be applied to her handling of this teamsetting?Debate topic: Managers should allow workers to access social networkingsites during their lunch hours

1. Position power and personal power are essential in management because they serve different purposes. Position power is derived from the official authority vested in a role or position and is useful for directing and controlling employees' actions. Personal power, on the other hand, comes from the leader's personal characteristics and relationships with others. It is essential for inspiring, motivating, and influencing others beyond the scope of formal authority.

2. According to Fiedler's Contingency Theory, extremely favorable situations for a leader would include good leader-member relations, a structured task, and strong position power. Extremely unfavorable situations would be the opposite: poor leader-member relations, an unstructured task, and weak position power.

3. House's path-goal theory suggests that a participative leadership style works best in situations where the task is ambiguous or complex, and the employees are competent and motivated. A directive leadership style is expected to work best when the task is routine, and the employees need guidance and direction.

4. Servant leadership is a leadership approach where the leader prioritizes the needs of the team and the organization over their own. The servant leader focuses on the growth and well-being of their people, fostering a culture of trust, empathy, and collaboration.

5. Transformational leadership involves inspiring and motivating team members to exceed their own individual performance goals for the greater good of the organization. Moral leadership, on the other hand, involves leading by example and upholding high ethical standards. Birgit can apply these principles by inspiring her team with a compelling vision for the new product, encouraging innovation, and maintaining transparency and ethical conduct in all team interactions.

Debate topic: Allowing workers to access social networking sites during their lunch hours can be seen as a way to promote work-life balance and employee satisfaction. However, it also raises concerns about productivity and professional boundaries.