Hikaru just got his performance review from his supervisor, Magnus. It was unexpectedly poor and Hikaru is very upset. Accordingly, Hikaru emailed his boss and asked for an explanation. His boss replied immediately and offered to discuss the performance review in detail and openly talk about any of Hikaru’s concerns. According to Hofstede’s study, Hikaru is likely living in a country that values: a. high relational leadership b. low uncertainty avoidance c. low power distance d. high contingent rewards e. high work centrality
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Hikaru just got his performance review from his supervisor, Magnus. It was unexpectedly poor and Hikaru is very upset. Accordingly, Hikaru emailed his boss and asked for an explanation. His boss replied immediately and offered to discuss the performance review in detail and openly talk about any of Hikaru’s concerns. According to Hofstede’s study, Hikaru is likely living in a country that values:
a. high relational leadership
b. low uncertainty avoidance
c. low power distance
d. high contingent rewards
e. high work centrality
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- In the realm of leadership skills, emotional intelligence stands out as a critical component that distinguishes exceptional leaders. The ability to understand and manage one's emotions, as well as empathize with the emotions of others, fosters stronger interpersonal relationships and effective collaboration. A leader with high emotional intelligence can navigate conflicts with finesse, build trust among team members, and create a positive work environment. Moreover, emotional intelligence contributes to better decision-making, as leaders can assess situations with a nuanced understanding of the emotional landscape. Developing emotional intelligence, therefore, becomes a cornerstone for leaders aiming to create a harmonious and productive team. Question: How can leaders actively cultivate and enhance their emotional intelligence to create a more empathetic and supportive leadership approach?Aiden is a leader who gets along with every one of his followers and does not have any conflicts with any of them. According to the least preferred co-worker (LPC) scale in Fiedler’s Contingency Mode, Aiden would be what type of leader? Multiple Choice A low-LPC leader An adequate-LPC leadership A moderate-LPC leader A high-LPC leaderAccording 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] >
- State whether each of the following statements is TRUE or FALSE. and explain Role ambiguity is related to higher emotional exhaustion, more thoughts of leaving an organisation, and lowered job attitudes and performance. Individual objectives within the overall framework of the group are not important, and therefore managers should not focus on trying to achieve them as opposed to group objectives. Designing jobs to increase employee’s motivating potential, empowerment, setting goals, evaluating performance using performance appraisals, and tying employee pay to individual, group, or organisational performance using incentive systems are methods through which motivation theories are put into action. Job satisfaction is not related to the general attitude towards the job. A person having a high level of satisfaction can display a negative…Which one of the following statements is true as it relates to leadership behaviors? People-oriented leader behaviors include treating employees with respect and acting in a teaching role. The Laissez-faire decision making style has been shown to consistently create higher levels of employee satisfaction than democratic and autocratic styles. Autocratic leaders often rely on employee suggestions and ideas to assist with decision-making. Democratic leaders always provide each team member with an equal vote when making decisions.2) Your friend has just been appointed team leader at her place of work. She wants to benefit from your knowledge of Leadership Studies. Identify and explain to your friend four (4) steps that she should follow in order for her to act as a communication champion who doesn't just to convey information but to persuade and influence her followers. Leaders don't communicate just to convey information, but to persuade and influence others. Identify and explain the steps that a leader should follow to practice the art of persuasion. 3) Write short notes on three (3) of the following terms: I. Principles, II. Sharpening the Saw. III. Integrity IV. Proactivity
- By nature, Harsha is friendly by nature and ready to help those in need. Franklin is silent in ready to help if approached personally and always somewhat selfish in nature. They Have successfully completed 4 years in the organization. And the management is very satisfied with both because they are equally talented and consistent performers. Harsha felt that Nowa Dav's Franklin was not like he used to be in the past. Harsha noticed changes in behavior on Franklin's part. During general conversations, she feels that Franklin is laughing at the fact that she is famous among the employees of the organization, on the other hand, he is not even recognized by his colleagues. What arguments can Mr. Metha HR manager use to prevent the resignation of Franklin, one of his employees who says he feels humiliated by his colleague and training promoter Harsha whom Frankiln believes him to be more competent than him, more respected by other company personnel?Too often, leaders ignore people problems for too long because they are fearful of conflict or, if they do act, handle the situations poorly because of inexperience or not knowing what to do. Complicating matters, the difficult people might even be more difficult to replace or the leader could have a close relationship with them. Not acting can damage everyone around the difficult people, leading others to leave before the difficult people themselves quit. How leaders handle these situations will define you as a leader to everyone else, marking the difference between a good leader and an exceptional leader. Jay Johnson: How to Deal with Difficult People | TED TalkLinks to an external site. Discussion Thread: include citation(s) in your post Identify and discuss your two primary takeaways from Jay Johnson’s video on How to Deal with Difficult people.One alternative leadership approach gaining traction in contemporary discussions is the concept of authentic leadership. Authentic leaders strive to be true to themselves and their values, fostering open and honest relationships with their team members. This approach emphasizes self-awareness, transparency, and a genuine commitment to the well-being of the individuals and the organization. Authentic leaders are not afraid to show vulnerability, admitting mistakes and learning from them, which can contribute to a culture of trust and authenticity within the team. By aligning their actions with their values, authentic leaders aim to inspire trust, promote ethical behavior, and create a positive work environment. Question: How can leaders cultivate authenticity in their leadership style, and in what ways might authentic leadership contribute to the development of a culture of trust and collaboration within a team or organization?
- +2+1+1+1+ As the director of strategy at Farecom, a regional fibre glass manufacturer, Jonathon spent all his time trying to get his new team to make it through a meeting without the tension level becoming unbearable. Six of the top-level managers involved seemed determined to turn the company around, but the seventh seemed equally determined to sabotage the process. Forget camaraderie. There had been three meetings so far, and Jonathon hadn't even been able to get everyone on the same side of an issue. Farecom, Inc., was in trouble-not deep trouble, but enough for its CEO, Tom King, to make strategic repositioning Jonathon's top and only task. In the last 15 months, though, sales and earnings had flattened. "You have one responsibility as Farecom's new director of strategy," Tom had said to Jonathon on his first day. "That's to put together a team of our top people, one person from each division, and have a comprehensive plan for the company's strategic realignment up, running, and…You are a manager in a mid-sized organization, and your team has been experiencing a lack of motivation and productivity. You have noticed that there is a lack of trust and communication between team members, and there have been several conflicts within the team. You have decided to assess your leadership style to determine if it is contributing to these issues. Using the situational leadership model, analyze your leadership style and its effectiveness in addressing the issues within your team. What changes could you make to your leadership style to better address the current challenges?All of us lead not just those with the formal title. All of us follow, not just the front-line staff. In effective collaborations, one moment we are leading and then we switch to following; in other words, leadership and followership are dynamic, context-specific, and ever-evolving. This empowering perspective opens up leadership to everyone, normalizes followership, and enables more productive and innovative collaborations. Candid conversations about both roles and functions allow for more effective coaching, mentoring, skill development, and interpersonal agility that results in more effective teams. Our thinking about leadership must evolve to include formal leadership coexisting with informal leadership, and a shared dynamic model of leadership. Share your thinking on the dynamic concept of ‘Who’s got the ball?”