Question

Leadership expert, J.B. Miner, is quoted as saying there are six composites for motivation to manage:
• Maintaining good relationships with authority figures
• Wanting to compete for recognition and advancement
• Being active and assertive
• Wanting to exercise influence over subordinates
• Being visibly different from followers
• Being willing to do routine administrative tasks

select three components from the above list, and post your thoughts (at least 150 words per post) as to whether you agree, or disagree that said component MOTIVATES an individual to manage.

Answer 1

Answer: The six composites for motivation to manage depicted my desire and hard-working attitude without limit: keeping up great associations with power figures, needing to vie for acknowledgment and progression, being dynamic and self-assured, needing to practice impact over subordinates, being unique about supporters, and being happy to do routine authoritative undertakings. One significant trademark identified with managerial achievement is motivation to manage. John B. Digger examined motivation to manage as a predictor of upward portability and managerial performance in bureaucratic associations. His first efforts were worried about the forecast of achievement among business managers. He declares that specific job necessities can be related to managerial accomplishment in his managerial job motivation hypothesis and that specific thought processes are reliably connected with achievement in huge hierarchic associations

The primary part, keeping up great associations with power figures was a genuinely simple undertaking for me. Being of Korean plunge, our way of life is educated to be conscious and respectful to our older folks. For this situation, it was being deferential and being in acceptable terms with the accomplices (proprietors) of the organization. I took extraordinary caution in introducing myself in an expert and respectful way being the most youthful and generally unpracticed in the organization. The subsequent part, viewing for acknowledgment and progression was different to me. From the outset, I didn't understand the intensity and self-assuredness it took to be an advertiser because after all, it was quick money. I immediately discovered that by trying sincerely and investing the energy indicated the amount I needed to turn into an accomplice and manage my group of advertisers.

The third part, being dynamic and self-assured was scholarly over a couple of long periods of preparing. To advance the specific occasion well I would need to effectively connect with potential customers primarily through internet-based life systems, for example, Facebook, Twitter, and MySpace. I continually called and messaged my companions, customers, and family to get the message out of the occasion I was advancing. We had something many refer to as a "road group" in which not many of the more youthful advertisers would stroll around the lanes of Manhattan setting up banners and giving out flyers to get the message out. By trying sincerely and doing well beyond what was asked of me I practiced impact over my more established subordinates which they regarded a lot.

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