Question

1. What are the different leadership styles and what they predict

2. What are the components of a transformational leader

3. What is the Maslow's hierarchy

4. What is the equity theory

5. What is the job characteristics theory

6. What is the cognitive dissonance theory, what it predicts, how it emerges, and how to reduce dissonance

7. What is the organizational justice, what it predicts, and be able to identify the different factors

Answer 1

Answer: (1) (What are the different leadership styles and what they predict)

1. Coach

A training leader is someone who can instantly recognize their team's strengths, weaknesses and motivations to help each individual improve. This type of leader often assists team members in setting good goals and provides regular feedback on challenging projects to promote growth. They have the skills to set clear expectations and to create a positive, inspiring environment.

Coach leadership style is one of the most beneficial methods for employers and the employees they manage. Unfortunately, sometimes it is also one of the most dysfunctional styles - especially since we can have more time than other types of leadership.

2. Vision

Opinion leaders have great potential to drive progress and bring about change times by encouraging employees and gaining confidence in new ideas. An visionary leader and able to establish a strong organizational bond. They strive to build confidence between direct reports and colleagues alike.

This type of leadership is most helpful for small, fast-growing organizations, or large organizations dealing with change or reorganization.

3. A servant

Servant leaders live by the original mind of the people and believe that when team members feel more personal and efficient, they become more successful and can always produce good work. Because of their emphasis on contentment and teamwork, they tend to achieve higher levels of respect.

Servant leader is the best style to lead organizations of any industry and size but they are most common within the nonprofit. These types of leaders have special skills in building employee morale and helping people re-engage in their work.

4. Independence

Also called leadership style, leadership, this type of leader is totally focused on outcomes and effectiveness. Usually they make decisions on their own or with a small, trusted team and expect employees to do what they ask. It may help to think of these types of leaders as military forces.

This style of leadership can be useful for organizations with strong guidelines or compliance-heavy industries. It can also be useful when employing employees who need great guidance - such as those with little experience. However, this form of leadership can undermine creativity and make employees feel trapped.

5. Laissez-faire or hand-off

This style of leadership is at odds with the nature of autonomous leadership, with a strong focus on delegating many tasks to team members and providing little to no oversight. Because the laissez-faire leader does not spend their time managing staff more, they often have more time to contribute to other projects.

Managers may adopt this style of leadership where all team members are highly experienced, well-trained, and require minimal supervision. However, it can also cause a dip in productivity if employees are confused about their leader's expectations, or if other team members need consistent motivation and boundaries to be effective.

6. Democracy

The democratic leadership style (also called participatory style) is a combination of individual and maritime leaders. A democrat is someone who asks for input and considers the response to their party before making a decision. Because party members hear their voice heard and their contribution events, democratic leadership style is often embedded in higher levels of employee engagement and job satisfaction.

Because this kind of leadership drives discussion and participation, the best style for organizations that is focused on innovation and innovation - like the technology industry.

7. Pacesetter

Leader leadership style is one of the most effective ways to quickly drive results. Leaders are mostly focused on performance. They often set high standards and hold their team members accountable for their goals.

While the leadership style of leadership is motivating and helpful in immediate work environments where team members need to be empowered, it is not always the best option for team members who need training and accountability.

8. Changes

Transformational leadership style is similar to the coach's style in that it focuses on clear communication, goal setting and employee motivation. However, instead of placing most of the energy on the individual goals of the employee, the change leader is driven by a commitment to the goals of the organization.

Because these types of leaders spend most of their time in the big picture, this type of leadership is best for teams who can carry out most of their tasks without constant supervision.

9. Actions

A transactional leader is a laser-focused person in action, much like a pacesetter. Under this style of leadership, the manager establishes predetermined incentives - often in the form of a monetary reward for success and a disciplinary process for failure. Unlike the pesetter leadership style, however, business leaders also focus on teaching, teaching and training to achieve goals and enjoy rewards.

While this type of leader is great for organizations or groups assigned to hit specific goals, such as sales and revenue, it is not a good leadership style for creative driving.

10. Bureaucratic

Bureaucratic leaders are similar to independent leaders in that they expect their party groups to follow the rules and procedures properly as they are written.

The bureaucratic leadership style is focused on concentrated tasks within the jurisdictions where each employee has a set list of responsibilities, and there is less need for cooperation and capacity building. This style of leadership is most applicable in industries or in a highly regulated department, such as finance, healthcare, or government.

Answer: (2) (What are the components of a transformational leader)

1. Promoting Intelligence

One of the key things transformational leaders do is to challenge existing organizational culture with a view to finding ways to improve or supplement organizations and organizational processes. By tracking established practices and questioning the state of the world, transformational leadership style increases the quality of followers, and fosters an open understanding of new ways of learning.

2. Individual Considerations

The leadership style of leadership provides a high-level overview of the importance of open communication lines to the team. A situation like this is considered important in terms of giving feedback and individual recognition, as well as making sure that each team member knows that his or her voice is appreciated in the organization.

3. Motivational Motivation

The clear communication of goals and the clear transfer of functions and responsibilities is a leadership skill in which transformational leaders stand out. In addition, those who follow the transformational leadership style know that their entire team must be on the same level of enthusiasm and enthusiasm in order to ensure maximum efficiency and productivity; that is why, they unintentionally use their expertise to support and encourage each and every one of their team.

4. Proper Influence

Transformational leaders do not lead to threatening or decisive orders in advance. They lead by example. With their keen awareness of the changes in behavioral leadership, they are able to gain the faith and respect of their team members, which eventually creates these members to emulate their good qualities.

Answer: (3) (What is the Maslow's hierarchy)

The Maslow's hierarchy needs is a structured set of essential human needs that are essential for each individual to achieve holistic and personal development. The position of needs is the belief of psychologist Abraham Maslow.

The hierarchy is sketched as a pyramid that begins below with basic needs that must be satisfied for each individual in order to be able to progress toward the other two needs. It is understandable that one who has to struggle to survive does not think so much or find oneself as a person whose survival is guaranteed.

Demand management reflects the normal development of human endeavors for survival and the comfort of spiritual, creative or intellectual assurance. The levels of sovereignty, from the base of the pyramid are:

Physical Needs - These are the natural requirements for human survival. Examples include air, food, water, shelter, clothing, warmth, sex and sleep.

Security Requirements - Examples include material protection, safety, order, law and durability.

Love and Engagement Requirements - These are the beginning of social needs, which include the desire for interpersonal relationships and belonging to a group. Examples of these needs include friendship, intimacy, trust, acceptance, acceptance and giving of love and affection.

Ethical Requirements - They are divided into two categories:

Self-esteem, which comes from dignity, success, dominance and independence.

Desire for fame or respect for others, including status and prestige.

Needs to see - Examples include recognizing one's strengths, self-sufficiency and the quest for personal growth and great potential.

Answer: (4) (What is the equity theory)

Interpretation: The theory of equality, popularly known as Adam's equality theory, aims to strike a balance between inclusion and exclusion. If an employee is able to find their right balance they can lead to a more productive relationship with management.

Explanation: The theory of equity is used in classifying human resource management. We may not see it but this idea is used throughout the workplace. A person's satisfaction at work is directly linked to the effort they put forth and what they actually get out of it.

Let's first understand what we mean when we say input. Input includes hard work, skill set, motivation, enthusiasm, and technical knowledge. The results are about salary, independence, bonus, and recognition in the form of awards.

If one thinks that they are treated fairly, which means that the output of the output is the same as those around him, it would be acceptable. If nothing compares, then you are the judge and staff of another organization at the same level.

However, if one thinks that others are receiving more rewards and recognition compared to one who puts in the same amount of input into their work, that can lead to some inequalities.

Dissatisfaction often leaves work exposed which will lead to low productivity, and in some cases attractiveness. There is one thing to note that equality theory depends not only on the quantity of output but also on the comparison of the peer group.

It aims to explain why people can be happy someday, and suddenly the level of motivation drops after learning that others enjoy better rewards for their efforts.

Answer: (5) (What is the job characteristics theory)

The Job Behavior Theory, also known as the Core Characteristics Model, is a theory of job creation developed by Greg R. Oldham and J. Richard Hackman in the late '70s and late' 80s. It is widely used as a framework to learn how job outcomes, including job satisfaction, are affected by specific job characteristics.

Work design, also known as inventive work, is a work arrangement that aims to overcome the limitation of employees and job dissatisfaction arising from mechanical and repetitive tasks at work, e.g. Boring tasks. The goal is to maximize productivity by providing employees with non-financial rewards such as satisfaction based on a vision of greater personal accomplishment.

Jobs are sometimes redesigned so that the employee can participate in the entire production process. Workers love that sense of perfection. You can look at the finished product and say "I did." Look at your work, you can say "That's what I did."

Job Theory Theory - the '5 cores'

In the Tasks tab, the five five 'work' features are:

- Diversity Skills: the degree to which diverse careers are required in the workplace, requiring the employee to develop a range of skills and talents.

Employees may feel that what they do is more meaningful when their jobs require different skills and abilities, compared to those in the first job.

- Employee ownership: the rate at which a position requires an employee to identify and complete a piece of work to the end, so that the result can be seen.

Most employees find that their jobs are more meaningful if they engage in the whole process rather than simply deal with it.

- Important work: the extent to which the work affects the lives of other people. The impact can be inside the organization or outside.

When an employee significantly improves the mental or mental health of others, the employee feels that his or her work is more meaningful, compared to those whose work has a negative impact on others.

- Independence: how much freedom, freedom and understanding to organize the work and determine the processes by which the work provides the work?

For positions with high levels of independence, the results of the work depend on the efforts, efforts and decisions of the employee, rather than on the instructions of the manager or the contents of the registry.

Where there is more autonomy, employees experience greater personal responsibility for their successes and failures in the workplace.

- Answer: how much information an employee has about the results, i.e. clear, concise, detailed and useful information about the operation of his work?

When employees receive clear and effective information about their work, they become more aware of the outcome of their work-related activities, and what they really need to do - if any - to grow their product.

Answer: (6) (What is the cognitive dissonance theory, what it predicts, how it emerges, and how to reduce dissonance)

Cognitive dissonance refers to a condition that involves changing attitudes, beliefs or behaviors. This produces a feeling of emotional discomfort leading to a change in one of the attitudes, beliefs or behaviors to reduce the discomfort and restore balance.

For example, when people smoke (ethically) and know that smoking causes cancer (constipation), they are in a state of cognitive dissonance.

What causes mental retardation?

· Compulsory Compulsive Behavior,

· Decision making,

· Efforts.

Diving can be reduced in one of three ways:

· To change existing beliefs,

· Adding new beliefs, or

· Reducing the importance of beliefs.

Answer: (7) (What is the organizational justice, what it predicts, and be able to identify the different factors)

Organizational justice refers to the single or combined judgment of moral righteousness or wisdom. An investigation into organizational justice often takes a descriptive approach. As such, the event is treated as either right or wrong until one believes it to be so. In other words, justice research is concerned with the identification of objections that influence good judgment, and the consequences once those assessments have been made. Note that this descriptive approach does not tell organizations what is right, only what people believe to be right. This powerful idea is in line with the general frameworks that are most used by philosophers whose method of writing is trying to determine what is right or wrong through thoughtful analysis.

A sense of justice has a powerful influence on the behavior and attitudes of employees. For example, perceived imbalance promotes benefits such as organizational commitment, operational efficiency, and increased organizational morale. Justice also helps in reducing the negative effects of poor working environments. For example, perceived limitations reduce workplace pressure, retaliatory retaliation, retrenchment, and fraud.

Types of Organizational Justice

· The results: divisive justice.

· Sharing processes: procedural justice.

· Collaborative therapy: Collaborative justice.