Stefan worked with his employee, Jennifer, to come up with three goals for next year and they created a plan to help her meet those goals. An authentic leader uses this within an employee. process to create a. integrity b. charisma c. hope С. d. value
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- 1. The leadership model that is associated with specific behaviors is Select one: a. Trait b. LPC theory c. Contingency model d. None of the above 2. Job satisfaction refers to the strength of an employee's involvement in and identification with the organization Select one: a. TRUE b. FALSE6. Which of the following is NOT a type of leadership style? (a) Authoritarian (b) Democratic (c) Laissez-faire (d) Servant leadership (e) None of the above are types of leadership styles 7. Which of the following is NOT a type of motivation? (a) Extrinsic motivation (b) Intrinsic motivation (c) Hygiene factors (d) Maslow's hierarchy of needs (e) None of the above are types of motivationA hypocritical leader: Select one: O a. is a person with high integrity O b. Usually sticks to what he says O C. says that he/she supports ethical values but acts against that O d. is a role model for other employees ge t slid..ppt chapter 4 Corp G..pptx
- In your own words, (one paragraph each), Explain the following and their importance 1. Succession Planning 2. Leadership Influence on Followers 3. Leading Diverse Teams 4. Behavioral Leadership Theory 5. Cultural IntelligenceO Leave early and find the closest bar. Question 30 Which are TRUE as they relate to personal values? O People's ability to choose can cause the formulation of negative values. O Negative values help us meet our basic social needs. SHUNDAY O Leader values do not necessarily need to be consistent with organizational values. Negative values have a way of relieving stress and making people feel better. Question 31 ibles of leadershin?"BACKGROUND When Jennifer Beall steps in front of a group and shares the CleanBeeBaby story, she almost imme-diately explains that she does not yet have children of her own. She says it unapologetically and with a grin—knowing that her audience often presumes parenthood for those at the helm of baby busi-nesses. In fact, it is the first indication that Beall has never been all that interested in building a small c o m p a ny.Upon receiving her MBA, Beall went back to Roll—continuing her full-time job as a consultant for 18 months. At the same time, “flying under the radar,” she began to proactively pursue launch of her own company. Many work days ended at 3 a.m., a sched-ule that took a toll on her energy and her relation-ships (“my boyfriend dumped me”). Those costs aside, her entrepreneurial efforts began paying off quickly and quite literally. She used the seed funds to purchase a van, first supplies, and the equipment needed to start a Los Angeles operation. Within four months of…
- “Leaning in” as a leader means two things. One is to understand the needs of the followers and provide them with tools, environments, and opportunities that allow the team to be most effective. The second is to trust their team’s ability to conquer any challenges to reach the end goal. If the leader fails to lean in with the team, the whole organization would likely fail. Since the leader needs their followers to achieve any goals at all. The same applies for the follower as well. As a follower, the more you are able to lean in towards the leader. Let them know how you operate and what environment you work best in, it would be impossible for the leaders to create such an environment. To effectively build connections with others, respect, would be the first step. Whether it’s leaders or followers. Respecting each other's opinions and valuing others’ perspectives is the best way to build a solid foundation to your connections. But to make a lasting connection, being yourself is the…Multiple choice 1. The capacity to influence people and accomplish desired objectives is called:(a) power.(b) leadership(c) authority.(d )status. 2. A leadership theory that focuses on the traits of those who have assumed powers and who are considered to be effective is called(a)trait theories.(b). behavioral theories.(c) contingency theories.(d )structural theories.3. Milton is a type of manager who is concerned primarily with accomplishing goals and objectives and concentrates on the task itself. His behavioral style is called:(a) authoritarian.(b) democratic.(c) task oriented.d. people oriented.4. An approach to leadership in which the leader's behavior is first categorized on a scale from task orientation to people orientation, and efforts are made to find a work situation to which that particularstyle is best suited is called:(a) Hersey-Blanchard theory.(b) Vroom-Jago model.(c)Fielder's LPC theory.(d )path goal theory.5. According to path goal theory, which of the following is not…1. It is unrealistic for a manager to take an individual approach to each person on his/her/their team by tweaking roles to capitalize on individual's strengths. True False 2. Rory was late to work today. According to attribution theory, if everyone always shows up late for work (high consensus), Rory is never late to work (low consistency) and is never late to meetings once at work (being late to work has high distinctiveness), it is likely that Rory's being late to work today is an internal issue that should be addressed with a penalty. True False 3. Cost management is the sole responsibility of the accounting/finance areas so HR managers can delegate this challenge accordingly. True False
- 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?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?A) Relatioship conflict is obvious when the conflict is explained in terms of difference of opinion regarding tasks or decisions. True False B) Social Loafing is higher when individual performance is hidden or difficult to distinguish from the performance of others. True False C) Tranformational leaders shape a statergic vision fo the future. True False