Consider the following quote from a leader "I made quite a few changes to the company's objectives for next quarter, and I expect that everyone will be prepared and ready to implement all changes by the end of next month with no delay." With which of the following leader decision-making styles does this quote fit best?
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question 19
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- Q1. Mr. Ahmed is a newly hired first-line manager. He foresees and coordinates the work of non-managerial staff. Soon after his joining, he realized that his subordinates are taking him and their individual goals for granted. Suggest power tactic(s) to influence the subordinates of Mr. Ahmed.There are many ways we can influence others. When we feel an obligation to return a favour, for example, this is known as which of following principles of persuasion? Question 1 options: Reciprocity Liking Consensus Authority What are the three conditions that empower, move culture, and create engagement according to Katz III's article "Emotionally Intelligent Leadership That Empowers, Moves Culture, and Creates Engagement"? Question 2 options: None of the above. Industry knowledge, strong skills, professional development. Financial strength, business acumen, diverse workforce. Caring relationships, sense of belonging, pattern finding and problem solving. According to Burns, what is leadership? Question 3 options: Influence Team Building Financial Mastery Engagement Select a primary catalyst to outperform the competition. Question 4 options: Internal Policies and…No need generalized answer ok answer full correct ok. Wk 5 Discussion Forum: Trends in Leadership There are currently four perspectives on ambidexterity (structural, contextual, temporal, and as a form of leadership). The article on the ambidextrous organization confronts the oldest issue of this problem: How to exploit core competencies and also explore for innovation as a form of structure. A traditional way of looking at this problem is to allocate exploitation to operations and exploration to R&D. Recent developments though point out that the "structural ambidexterity" needs to be built throughout a company via company culture. For example, you might have a start-up or smaller firm that may need to embed both more quickly. (See Birkenshaw & Gibson) In today's economy, though, many companies may need to shift between exploitation and exploration at different points in life cycles and as a dynamic capability. For example, a company in a start-up phase may emphasize an…
- a. Amrita is a successful Vice President, Finance since last 3 years of a mid size FMCGcompany, recognized as a highly motivated, committed and capable executive across theorganization. When the CEO of the company meets with an accident and is paralyzed theCompany Board chooses to elevate Amrita’s junior, Karan, Vice President, Marketing, whois just one year old in the company, as the next CEO. The organization is now largely dividedinto 2 factions, each favoring either Amrita or Karan. You are the Head of Human Resourcesthinking of addressing this issue of gender discrimination. According to you, which Fivefactors influence the attitude of an individual towards gender bias? How can this attitude bechanged/overcome?Questions: 1. How has Lynn used the four functions of management in building her business? 2. Discuss the use of organizational resources (human, monetary, raw materials, and capital) in the restaurant industry. What challenges would a restaurant manager or owner face with each one? 3. Which of Katz’s managerial skills (technical, human, and conceptual) does Lynn seem to use most often? Why? 4. Discuss your personal philosophy for promoting the careers of women managers within an organization. Why do you hold this philosophy? Explain any challenges that you foresee in implementing this philosophy within a modern organization. How will you overcome these challenges?QUESTION 29 Inspirational Motivation is a dimension of A. Path-Goal Leadership B. Transformation Leadership C. Leader-Member Excange Theory of Leadership OD. Transactional Leadership QUESTION 30 Group members' need for independence can be a leadership A. Substitute B. Neutralizer C. Both A and B above D. None of above. QUESTION 31 Strong group cohesiveness can be a leadership A. Substitute B. Neutralizer C. Bolth A and B above D. None of above QUESTION 32 One of the reasons that make PFP (Pay-for-performance) plans fail is that employees do not believe that their performance will be rewarded. According to the Expectancy Theory of Motivation, this is due to A. Low Valence B. Weak Instrumentality link C. Weak Expectancy link D. None of Above
- 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?what activities do managers perform? what activities do leaders perform? do organizations need both managers and leaders? why or why not? (200 words minimum)13. The new CEO has developed a plan that calls for company reorganization from a functional structure to a matrix one. In a meeting with her subordinates, manager Alecia says, "This will be great. You will still work for this area and me, but you'll have variety and growth opportunities by reporting to a second manager for various projects. This new structure will help grow this company." Alecia shows what reaction to this change? a) enthusiastic support b) passive resistance c) active resistance d) compliance
- Question1: Mr. Ahmed is a newly hired first-line manager. He foresees and coordinates the work of non-managerial staff. Soon after his joining, he realized that his subordinates are taking him and their individual goals for granted. Suggest power tactic(s) to influence the subordinates of Mr. Ahmed. Question 2: Compare and contrast behavioral theories of Leadership?SHORT ANSWER 3 Leadership Styles from Chapter 7 Autocratic leadership means making managerial decisions without consulting others. This style is effective in emergencies and when absolute followership is needed—for example, when fighting fires, performing surgery, and executing military operations. Autocratic leadership is also effective with new, relatively unskilled workers who need clear direction and guidance. Participative or democratic leadership involves managers and employees working together to make decisions. Employee participation in decisions may not always increase effectiveness, but it usually does increase job satisfaction. Employees resolve management issues by having an opportunity to contribute to management’s decisions. In free-rein leadership, managers set objectives and employees are free to do whatever is appropriate to accomplish those objectives. This style of leadership provides the least amount of direct supervision. Free-rein leadership is often the most…1. Under what broad risks would you put these risk factors? Lack of board effectiveness Boards' risk blindness Poor leadership on ethos and culture Defective communication Excessive complexity Inappropriate incentives Information "glass ceiling" Managerial inefficiency and ineffectiveness Over expansion Ineffective sales force High production costs Poor financial management Risk assessment strategy Inappropriate commercial policy Absence of manpower training and development policy Capital inadequacy Socio cultural factors Income instability Public policy