MHRM529_LMXTheory

Respond to : Jealousy and envy can indeed play a role in leadership, just as they can in various aspects of human interaction. Competition among team members can be a cause of jealousy in leadership. When team members perceive that their leader favors someone else or is providing more opportunities to another team member. This can lead to unhealthy competition within the team and negatively affect collaboration. In situations where there are multiple leaders within an organization or team, jealousy an envy can lead to power struggles and conflicts. Leaders may feel threatened by the success or influence of their peers, leading to a less cohesive leadership team. Jealousy and envy can also impact decision making made by leaders. Envious leaders might make decision based on their personal feelings rather than what is for the team. They may undermine or resist initiatives proposed by colleagues they are envious of. While jealousy and envy can play a role in leadership, their impact…

How Not to Manage a Remote Team Member: A Case of Destructive Leadership and Work-Life Boundaries (1) explaining major leadership concepts. (2) applying course concepts to understand work-related behavior. (3) Identify possible solutions to human behavior problems based on course concepts. (4) communicating ideas professionally and concisely. (5) Incorporate concepts and theories covered in the course, define them, and discuss how they apply to the case.

Review and Discussion Questions 1. Why are behavior taxonomies important for research and theory on effective leadership? 2. What are the limitations of using only broad meta-categories in theory and research? 3. How can a leader's behavior reflect a high concern for both task and relations? 4. How are task-oriented and relations-oriented behaviors related to effective leadership? 5. How are planning, clarifying, and monitoring related to subordinate satisfaction and perfo 6. What are some guidelines for planning, clarifying, and monitoring? 7. How are supporting, developing, and recognizing related to subordinate satisfaction and p 8. What are some guidelines for supporting, developing, and recognizing? . To r ms

Which of the following conclusions have been supported by the Ohio State leadership studies? Group of answer choices consideration or a relationship-oriented leader is the most effective leader behavior initiating structure was found to be the most consistent and effective leader behavior the effects of consideration and initiating structure are not consistent from situation to situation a leader cannot simultaneously exhibit different combinations of leader behavior a leader must simultaneously exhibit different combinations of leader behavior: charisma and emotion-driven     Which of the following is most true with respect to our understanding of leadership in multi-cultural work settings? Group of answer choices leaders of culturally diverse groups will encounter belief and value differences among their followers but not in their own leader-member exchange relationships there appears to be a consensus that the universal approach to leadership and effectiveness that will…

The path-goal model states that “the leader’s job is to assist followers in achieving the set goals”, as developed by Robert House identified different leadership behaviors except:Required to answer. Single choice.   Supportive leader None of the option Participative leader Telling leader

11. According to Fiedler, the extent to which subordinates trust and are loyal to their superior is known as: A) empowerment relations. B) task-oriented relations. C) leader-member relations. D) initiating structure relations. E) position power relations.

6. When a leader shows trust for a subordinate, this is known as which type of behavior? A) Initiating structure B) Consideration C) Empowerment D) Leadership substitute E) Task-oriented

Cote (2018) attempts to shine a light on dark side leaders in an attempt to potentially “… identify, assess, and provide solutions for minimizing destructive behaviors in dark side leaders.” (Pg.42). Why do you believe it is important for practitioners to understand dark side leader behaviors

a. describe actions leaders can take to measure, positively impact employee engagement, and the associated benefits to an organization.

a) With practical examples distinguish between the in-group and outgroup followers as described in theLMX theory.b) Situating the discussion in an organizational context explain the leadership making process as opined byGraen and Uhl-Bien (1991) in the LMX theory c) What is the focal difference between the LMX theory and other leadership theories?

16. Which factor most contributes to building a high-quality leader-member exchange?       a)  employee job satisfaction   b)  leader fairness   c)  personality differences   d)  member support

To manage a group successfully, a manager must be able to correctly identify the group’s development stage. A new group cannot be expected to perform at the same level of output that an established group (where the members know one another and know the group’s strengths and weaknesses). 3.1. Describe each of the five stages and provide relevant examples  3.2 Explain how understanding this model can be beneficial for leaders and managers in improving team effectiveness

The Leader-Member Exchange theory explains how leaders do not treat all followers as if they were a uniform group of equals. According to the theory, if you have a low-quality exchange relationship with one of your followers, this follower would be in the following category: Multiple Choice   Left-group   In-group   Out-group   Right-group

2:29 12. When a leader motivates subordinates to do a good job, this is an example of which type of behavior? IA) Consideration B) Expert power C) Coercive power | D) Empowerment E) Initiating structure

Can you guys help me on this? Thank you!  Describe the behavior of your boss or another leader who you can observe closely. Use concepts from the book to analyze this leader’s behavior and effectiveness. Here are the concepts from the book:

Question: Describe how you used theories and concepts to improve your understanding of relationships or events in your organization. Describe your analysis and explain how the theory provided new insights or a better mental model.   Theories & concepts that help you to response to question:  Charismatic Leadership  Transformational Leadership

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3. Not all group norms are positive or constructive from the leader’s perspective. If a group holds counterproductive norms, what should the leader do?

Explain your perspectives on leadership style, motivational factors and communication, including conflict and negotiation approaches.  (300 words)

Leadership development topic ..Examine the influence of supervisory styles on team dynamics.

Effective leadership is a cornerstone of successful management, and different leadership styles can significantly impact team dynamics. Whether employing a transformational, democratic, or situational leadership approach, managers influence the culture, motivation, and performance of their teams. Understanding the strengths and limitations of various leadership styles is crucial for adapting to different situations and team compositions. Additionally, fostering open communication, promoting collaboration, and recognizing individual contributions are key elements in building a cohesive and high-performing team.   Question: How can managers identify and apply the most appropriate leadership style for different situations to maximize team effectiveness and create a positive work environment?

According to Situational-Leadership Theory, match the type of leader with the description. Leaders set the basic roles an individual has and the tasks an individual needs to accomplish. The leader then monitors and oversees their followers closely. Leader allows followers to make the day-to-day decisions related to getting tasks accomplished, but determining what tasks need to be accomplished is a mutually agreed upon decision. Leaders set the basic roles and tasks that need to be accomplished by specific followers, but they allow for input from their followers. Leader and their follower are mutually involved in the basic decision making and problem-solving processes. Still, the ultimate control for accomplishing tasks is left up to the follower. [Choose] [Choose] Delegating Supporting Coaching Directing [Choose] [Choosc] >

Scenario: When Melvin Wearing obtained the Chief of Police position, morale was terrible, and communication between the chief’s office and the officers was often through union grievances. Wearing wanted to show his pride in police work. He upgraded the department’s technology, raised standards in the training academy, and increased the department’s diversity. The department has earned four national and international awards for community policing.  Describe the environment facing Chief Wearing in terms of leader-member relations, task structure, and position power. explain. Using Fiedler’s model, what leadership style do you think is most appropriate given the situation you just described? Does this style match Chief Wearing’s? Note: Please don't copy from previous existing answer.   If you were Chief Wearing, how might you use the information you learned in this chapter to enhance the diversity of the police force?

a)Do subordinates prefer leaders who display task-oriented or relations-oriented  behavior, provide reasons for your answer?  b. Considering different types of behaviour, which one is more effective?

By combining several theories and models, design an influence, power, and motivation leadership model for use in health organizations focused on subordinate commitment; modify this model for use with an interdisiplinary health team or group, and explain why this modification is necessary.

Difference between Path-Goal Theory and Leader-Member Exchange (LMX) Theory. Explain properly with real life examples.

9. Which of the following is NOT a kind of leader behavior described in Path-goal model? A) achievement-oriented B) participative C) supportive D) directive E) initiating structure

a) With practical examples distinguish between the in-group and outgroup followers as described in theLMX theory b) With reference to a known organization of your choice explain the leadership making process as opinedby Graen and Uhl-Bien (1991) in the LMX theory c) What is the focal difference between the LMX theory and other leadership theories?