1. When the situation is stressed or critical, how much should a manager change in the manager's usual leadership approach to exercise situational leadership? What parts of a leadership approach to exercise situational leadership?What parts of a leadership style should a leader not be flexible on?
2. When an organization needs to change it often faces 'inertial' forces that slow this change or block this change. Imagine the Titanic floating towards an iceberg. The crew knows that it must turn to avoid the iceberg but the 'change' is very difficult because so much 'inertia' is pushing it towards it. List two examples of internal and two examples of external 'inertial' forces that keep organizations staying-the-course and resisting change.