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The document discusses motivation and leadership concepts including: 1. Motivation comes from satisfying needs, providing rewards, and employees' perceptions of fairness and expectations of rewards. 2. Leadership involves directing and guiding followers, as styles should match the situation, and visionary leadership through charisma and transformation can achieve strategic goals. 3. After the 9/11 attacks, a firm lost leaders and new management provided support and strong business focus to help the firm survive.
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3) Contingency theories propose that effective leadership depends on matching a leader's style to situational factors, such as in Fiedler's contingency model and Hersey and Blanchard's situational leadership theory.
4) Leader-member exchange theory examines how leaders create in-groups and out-groups that impact employee performance and satisfaction.
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Key User: This user has the same access privileges as a Normal user, but
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2. It identifies five bases of power - formal, coercive, reward, legitimate, expert, and referent - and explains which are most effective.
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THE THEORY PREDICTS THAT A TASK-ORIENTED STYLE WILL BE THE BEST STYLE IN FAVORABLE LEADERSHIP SITUATIONS, A RELATIONSHIP-ORIENTED STYLE WILL BE BEST IN INTERMEDIATE SITUATIONS, AND A TASK-ORIENTED STYLE WILL AGAIN BE MOST EFFECTIVE IN UNFAVORABLE GROUP SITUATIONS.
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1) Leadership involves establishing direction, aligning resources, and inspiring people, while management focuses on bringing order and consistency.
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3) Contingency theories like Fiedler's model propose that leadership effectiveness depends on matching a leader's style to aspects of the situation.
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This document discusses leadership in organizational settings. It explains that leadership is important for achieving performance goals and outlines several leadership behaviors and styles. The situational leadership model is presented, which matches leadership style to follower readiness level. The document also discusses where leadership can fail, such as by not establishing a clear vision, lacking the right skills, failing to listen, and being unable to motivate. Overall, the document emphasizes that leadership plays a critical role in organizational performance.
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Below is 4 questions that I need answered. I usually just get other .docx
Below is 4 questions that I need answered. I usually just get other peoples responses and take bits and pieces of every one to create mine. If you could please do the same and make my discussion question answers touch every important detail that my fellow students have also touched on. Please make my disscussion answers original not following the same answering format as my fellow students. I dont want my teacher to know that All I do is take bits and pieces of others post to create my own
*Explain what motivation is and why managers need to be concerned about it.
*Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.
*Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams.
*Explain why strategic human resource management can help an organization gain a competitive advantage.
Below is all of these questions answered by different classmates in my class. Please use their answers as a base to formulate your own...
Motivation is the psychological forces that determine the direction of a person’s behavior in an organization, a person level of effort and a person level of persistence in the face of obstacles. Managers should be concerned with motivation because it explains why people behave the way they do. It can explain why a waiter is mean or nice, or why the customer service representative you are dealing with is helpful and understanding or rude and unhelpful.
Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities, to help achieve group or organizational goal. Leaders are affective when they can unite a group to achieve a common goal. There are five types of power that a leader must balance. Legitimate power: the authority that a manager has by virtue of their position in an organizations hierarch. Reward power: the ability of a manager to give or withhold tangible and intangible rewards. Coercive power: the ability of a manager to punish others. Expert power: power that is based on the special knowledge, skills, and expertise that a leader possesses. Referent power: power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.
There are five key elements of group dynamics. Group size: the number of members in a group can be an important determinant of members’ motivation, commitment and group performance. Group roles: a set of behaviors and task that a member of a group is expected to perform because of his or her position in the group. Group leadership: leadership is a key ingredient for high- performing groups, teams, and organizations. Group development over time: it sometimes takes a self-managed team two or three years to perform up to it true capabilities. Group norms: shared guidelines or rules for behavior that most group member follow. Group cohesivenes.
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Background leaders and leadership required sourcespeople have
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Chapter 15
- 1. Chapter 15 Motivation and Leadership
- 4. Basics of Motivation Exhibit 15.1
- 6. Work Performance and Motivation Exhibit 15.2
- 9. Need Satisfaction and Motivation Exhibit 15.3
- 11. Rewards and Motivation Exhibit 15.5
- 16. Outcome/Input Ratios Exhibit 15.6
- 19. Equity and Motivation Exhibit 15.7
- 21. Expectancy Theory Components of expectancy theory Motivating with expectancy theory
- 23. Expectancy and Motivation Exhibit 15.8
- 27. Managers versus Leaders Exhibit 15.9
- 32. What Really Works Performance and Charisma Charisma and Perceived Leader Effectiveness Charisma and Leader Satisfaction
- 36. Fiedler’s Contingency Theory Exhibit 15.12
- 39. Situational Favourableness Exhibit 15.14
- 40. Matching Leadership Styles to Situations Exhibit 15.15