1. Leader-Follower relations:

-The relations she held with her employees were of very high quality, for example, after 9/11 she prioritized the wellbeing of her employees as opposed to the companies downturn, also, she was well known for establishing close relations with her employees and even knew most of their names. These characteristics can create a good leader as workers are m,ore likely to follow someone they feel proximity and inspiration from. 

2. Performance Goal Clarity:

-Scardino was know for setting challenging goals to different sectors in the business and she never doubted herself on any business based decisions. By setting clear goals, followers were aware of what they had to achieve and thus, oriented their efforts into achieving the goal. 

3. Power:

-From the readings, it becomes evident she had formal authority over the business as she was in charge of most of the decision making that took place, as well as leading a workforce of 37,164 (2010) on an international scale. 

-This is when the leader creates future visions and a collective sense of vision within the organization and their behavior is motivated by what is best for the organization and its members. It is clear that Scardino falls into these characteristics and she was known for creating clear goals for the growth of the company which created a sense of mission for the organizations growth. 

2. Inspirational Motivation:

-This is when a leader encourages employees to achieve what they thought was not possible and this was achieved by Scandino the rough clear goal setting of challenging tasks. Additionally, since Scandino held a close relationship with her employees, she could encourage them to overcome any external obstacles through her warm approach to them. 

3. Individualizing consideration:

-It becomes evident that Scandino followed this characteristic by looking at one example, 9/11. After the terrorist attack, Scandino emailed all her employees and told them that if they did not feel comfortable flying or attending any meetings, they could refrain from doing so. 

1. Initiating Structure:

-In Person, followers performance can be expected to be high since the company experienced vast periods of growth throughout Marjorie’s time as the Chief Executive 

2. Consideration:

-Follower satisfaction at Pearson was likely to be very high whilst Marjorie was the Chief Executive since she held close relations with her employees and encouraged them with clear goal setting.