1. Describe a time when you practiced self-leadership to perform a task successfully. With reference to each step in the self-leadership process, describe what you did to achieve this success.

2. The city manager of a large Canadian municipality wants to reduce supervisory costs by encouraging employees to motivate and manage themselves much of the time. The manager has heard of self-leadership and believes that it may be a key strategy to reduce the number of supervisors in the organization. Discuss the extent to which self-leadership practices among employees would support the city manager’s objectives. Also, summarize the content of a training module that would improve any one of the self-leadership practices.

3. A developer received financial backing for a new business financial center along a derelict section of the waterfront, a few miles from the current downtown area of a large European city. The idea was to build several high-rise structures, attract large tenants to those sites, and have the city extend transportation systems out to the newcenter. Over the next decade, the developer believed that others would build in the area, thereby attracting the regional or national offices of many financial institutions. Interest from potential tenants was much lower than initially predicted and the city did not build transportation systems as quickly as expected. Still, the builder proceeded with the original plans. Only after financial support was curtailed did the developer reconsider the project. Using your knowledge of escalation of commitment, discuss three possible reasons why the developer was motivated to continue with the project.