10. When a leader shows trust for a subordinate, this is known as which type of leadership behavior? A) Initiating structure B) Consideration C)Empowerment D) Leadership substitute E) Task-oriented
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- 1.a How can individuals develop their leadership skills through self-awareness? Illustrate your answer with a reflection model. b. Critically discuss tge type of leadership that is required to groom and grow talent in the organization? c. How does a team leader's role change depending on the type of team or its stage of development? d. How can an understanding of change assist a leader? Illustrate your answer with a change model. e. What are the basics of Risk communication and how they influence the methods for communicating change? f. Describe the process of coherence between organizational change,internal and external communication. g. What are examples for learning capabilities? h. What is the difference between dialogue and Discussion argued by David Bohm? Why is dialogue critical for team learning? 2. What are the three principles for success according to Larking & Larking?dq 16.2 – Discussion: Module 6 Self-Insights2626 unread replies.4343 replies.Leader’s Self-Insights are tools of discovery designed to help you uncover your own style and preferences regarding leadership, management, and entrepreneurship. The more honestly you answer the questions, the more you will understand your potential as a leader.Complete the following Leader’s Self-Insights:10.2 – Are You a Contributing Team Member, p. 30510.3 – How Do You Handle Team Conflict? p. 31312.1 – Transformational Leadership, p. 362What’s Your Mach? p. 368Your Leader’s Self-Insights should be in an MS Word document, several paragraphs in length, grammatically sound, and free of spelling errors. As early in the week as possible, post your self-insight summaries in the discussion below, and then come back several days later to respond to your peers.Remember to use a MS Word document when completing this activity. Your Leader’s Self-Insights should be…1. What is Participative Leadership Style? 2. Amidst the pandemic and every members and leader are at home, how can they still apply Participative Leadership Style? 3. Formulate at least 3 Statement of the problem about Participative Leadership Style amidst pandemic. Thanks. I don't get how to do this please help me answer
- As a leader, consulting and seeking advice from experts and authority figures can benecessary for the growth and improvement of an organization. Regardless of their levelof expertise, some individuals and institutions should be challenged. Leaders must beable to effectively evaluate information, regardless of the source’s level of authority orexpertise.Instructions:In a well-structured paper, address the following questions:1. What role do experts and authoritative figures play in business andsociety?2. Why should leaders be willing to challenge experts?3. Why should leaders be willing to challenge authority figures?4. What are the risks of keeping silent when something does not seemright?5. Do you agree with Cialdini's statement below? Why or why not?"Authorities are frequently experts. In most cases, it would be foolish to try to substituteour less informed judgments for those of an expert, an authority." Cialdini, R.(2021) Influence, new and expanded: The psychology of persuasion.…As a leader, consulting and seeking advice from experts and authority figures can benecessary for the growth and improvement of an organization. Regardless of their levelof expertise, some individuals and institutions should be challenged. Leaders must beable to effectively evaluate information, regardless of the source’s level of authority orexpertise.Instructions:In a well-structured paper, address the following questions:1. What role do experts and authoritative figures play in business andsociety?2. Why should leaders be willing to challenge experts?3. Why should leaders be willing to challenge authority figures?4. What are the risks of keeping silent when something does not seemright?5. Do you agree with Cialdini's statement below? Why or why not?"Authorities are frequently experts. In most cases, it would be foolish to try to substituteour less informed judgments for those of an expert, an authority." Cialdini, R.(2021) Influence, new and expanded: The psychology of persuasion.…1. Introduce us to a leader with whom you are familiar. You can choose an effective or an ineffective leader. 2. What different kinds of power does he or she use or misuse. 2b. Where is that power (or lack thereof) derived from? 3. Describe how your leader exhibits (or does not exhibit) 3 different leadership traits that the eText lists as important . 4. Of the different models of leaders (transformational, situational, path-goal, authentic, etc.) described in chapter 10 of the eText, explain how would you classify this leader's leadership style. Explain.
- TERM PROJECT UNITED BISCUITS: GETTING GOOD PEOPLE AND KEEPING THEM1. What type of leadership style is Mr. Eric Nicoli using? Explain. Refer to chapter 8. 2. Regarding the three categories of needs that Mc Clelland identified in his theory, which categories of needs does Mr. Nicoli try to satisfy in his employees? 3. Identify the motivating factors described by Herzberg which are used to motivate the employees. 4. Douglas McGregor identified two types of managers: Theory X and Theory Y managers. What type of leadership role did Mr. Nicoli adopt? Explain.The term project has to be typed, double-spaced, 4 pages in length (does not include the cover page), and should be free of grammar and spelling errors. (If single-spaced, you need 2 pages plus the cover page)Please label the questions: Question 1 – Question 2 – Question 3 – Question 4.DO NOT EMAIL IT TO ME, DROP IT IN THE ASSIGNMENT BOX.PLEASE DO NOT USE DEFINITIONS FROM THE BOOK, AND DO NOT REPEAT THE QUESTION.True or false 1. Involvement is a very powerful influence tactic, and can usually be combined fairly easily with one ormore of the other tactics. 2. The leader using redirection wants to reveal the real reason for the action he or she wants done. The leader wants to redirect those he or she leads because if this does not occur it will have a positiveimpact of one kind or another. 3. Change is an organizational reality 4. The marketplace is an external force of change 5. The “calm waters” metaphor of change is consistent with Levin’s concept of unfreezing, changing, andrefreezing 6. .Organizational change can be any alterations in people, structure, or technology. 7. Any manager can be a change agent. 8. One reason people resist change is that it substitutes ambiguity for uncertainty. 9. Having creative people is not enough to get innovative products and work methods. 10. Organizational change refers to the adoption of a new idea or behavior by an organization.STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…
- STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…