A intrepid astronaut weighs 1,200 newtons on earth. What is their mass in kg? They then go to Mars, where the accel due to gravity is 3.72 m/s^2. What is their weight in newtons on Mars?

According to the lectures, relationship-oriented leadership behaviors focus on what?

Now, imagine that at NovaMind you end up being able to negotiate a base salary of $300K, but the rest of the C-suite makes $280K. At OmniCore, the average salary of your peers is still $300K (yours is still $310K). How would this affect you? Think about how it would affect your feelings and how it would affect your negotiation.

The lectures describe laissez-faire leadership as generally resulting in what outcome?

Now, go back to negotiating for yourself. But, for the remaining questions, imagine that your OmniCore job is no longer in the picture. You are going to take the NovaMind offer, but you still have to decide the compensation package. When answering these questions, imagine NovaMind is not only hiring you. The company is simultaneously filling three newly created C-suite roles as part of a major leadership expansion. The three roles are: Chief Coordination Officer (CCO) — potentially you Chief AI Integration Officer (CAIO) — focused on aligning internal AI systems with business strategy Chief Market Expansion Officer (CMEO) — responsible for global growth, partnerships, and acquisitions The other two candidates are: Candidate A (CAIO): A former Google DeepMind researcher with strong technical credibility but limited business leadership experience Candidate B (CMEO): A former Uber global expansion executive known for aggressive negotiation tactics and strong network ties in emerging markets You learn informally that: The CEO prefers hiring all three roles together as a “founding executive trio” Compensation discussions are happening in parallel, but decisions will be made one at a time, with CAIO negotiation happening first, then CMEO, then you The executives will likely need to collaborate closely on strategy, but also compete for internal resources and influence The CEO has hinted: “I don’t want three solo stars. I want a constellation that actually orbits correctly.” The CEO has privately told the headhunter: “We can support a combined executive compensation pool of approximately $2.1M total annual cash-equivalent compensation for all three roles combined.” This means that across all three of you, the value of your annual salary, bonus, and equity cannot exceed 2.1M. The headhunter has given you the information of Candidate A (CAIO) and B (CMEO). You have never met, but they too are Booth alums (it turns out that 10 years in the future, the majority of top talent will have been trained at Booth).

Imagine Candidate A goes first and negotiates 1M total annual cash-equivalent compensation for themselves. This leaves 1.1M for you and Candidate B. The CEO realizes that sequential negotiations was not ideal, and so, they decide to let you and Candidate B work out the final negotiation yourselves. You can decide how to approach this; specifically, you can choose between one of three options: Constrained simultaneous offers. You and Candidate B can each write down an offer and they will be revealed at the same time. Specifically, you each can write either 50:50 (meaning you will split the 1.1M) or 75:25 (meaning you get 75% or $825K, and the other candidate gets 25% or $275K). If you both write 50:50, you get 50:50. If one of you writes 75:25, and the other write 50:50; the person who wrote 75:25 gets $825K and the other gets $275K. If you both write 75:25, you both get $275K and what’s leftover goes to additional CEO compensation. Final offer arbitration. You and Candidate B write down your final offers and reveal them to the CEO. There are no constraints on how to divide the 1.1M. The CEO then chooses one of the offers. Negotiate with each other, as usual, until you come to an agreement.  Explain the pros and cons of each option. Then explain which one you would choose, why, and how you would approach it.

According to the lectures, supportive leadership is most effective when what condition exists?

According to the lectures, task-oriented leadership in a crisis emphasizes what?

The lectures suggest that networking is important for leaders because it does what?

The lectures describe effective leaders as having what ability in task management?