23132-Arshia part 2

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CHAPTER READINGS AND RECORDING : CHAPTOR 5,6,7 LEADERSHIP Theory and Practice Ninth Edition Peter G. Northouse Western Michigan University Student Name: Student Id: Date

CHAPTER 5: LEARNING Prescriptive leadership framework SLII® (Situational leadership II) facilitates leaders to navigate diverse corporate conditions and acquire special goals. This concept emphasizes that leadership works fine whilst leaders can analyze their followers' improvement and adapt their approach for this reason. 4 leadership patterns with distinctive directive and supportive sports are diagnosed via the SLII® version. Follower improvement has four levels primarily based on competency and determination. Subsequent are 3 key takeaways from this chapter: 1.Management research emphasizes adaptability in management styles: Leadership flexibility, delivered in the SLII® model, emphasizes the shortage of a uniform management strategy. Leaders need to adapt to their subordinates' wishes and the context. Four styles (S1 to S4) inside the leadership paradigm explain how directive and assisting moves may be matched to subordinates' developmental degrees. A frontrunner may additionally need to be directive (S1) while communicating with D1 fans (poor competence and excessive dedication). In assessment, a leader may additionally prefer a supportive (S3 or S4) approach with D4 fans (high competence and dedication). 2.Diagnoses' efficacy: Diagnosing followers' development levels is fundamental to SLII®. This paradigm holds that effective management requires a leader to in shape their style to the situation. To pick the exceptional leadership fashion, leaders have to examine their followers' abilities and dedication. The look at used questionnaires to assess a frontrunner's diagnostic skill, flexibility, and efficacy. Leadership questionnaires can help leaders recognize their management fashion and discover opportunities for improvement in various conditions. 3.The situational approach has pros and downsides: Because of many variables, the SLII® technique is extensively considered as a leadership education benchmark. This paradigm is realistic, and comprehensible, and provides clear directions for leaders to improve their management. As there's no single pleasant management fashion, it promotes adaptability. In complex, dynamic companies, adaptability is important. This look has been criticized for its approach. Restrained empirical research to aid theoretical foundations is a main limit. These occasions boost questions on the leadership styles' legitimacy. The approach does not give an explanation for how followers go through unique growth stages or how dedication adapts over the years. Further, the study ignores demographic traits and follower management choices. This paradigm stresses character leadership and does not endorse ways to exchange organization management methods. To conclude, the SLII® management method helps apprehend and put into effect effective management methods. Leaders should adapt their strategies to their followers' developmental levels. This method has been criticized for its pragmatism and specific prescriptions, in addition to its scant empirical proof and inadequate leadership coverage. Leadership can benefit from using this model for self-assessment and private improvement, but they must be privy to its boundaries.

CHAPTER 6:LEARNING Leadership Path-Goal Theory: Three Key Takeaways Leadership model Path-Goal Theory examines how leaders can inspire and guide employees to work productively and happily. As a contingency strategy, this idea stresses matching leadership behavior to followers and duties. We'll explore three Path-Goal Theory ideas, strengths, and weaknesses in this summary. 1.Integration of Expectancy Theory: Expectancy theory states that people are motivated when they believe in their abilities, expect rewards for their efforts, and value the results. Path- Goal Theory is based on this theory. The psychological dynamics of motivation in leadership are highlighted by this fundamental idea. Leaders must identify and address these psychological demands to encourage followers, says this notion. Expectancy theory segments motivation into three parts: Expectancy: Followers must feel their efforts will help. Instrumentality: Followers must feel their actions will yield desirable results. 2.Task Integration and Leadership: Effective leadership requires matching leadership styles to tasks and followers, according to Path-Goal Theory. Four leadership styles are suggested by the theory: Directive leadership works well in confusing situations. Here, clear directions and guidance eliminate uncertainty and worry. Supportive leadership: Perfect for monotonous chores. Emotional support and a positive work environment boost job satisfaction here. Participants lead when tasks are ambiguous and followers are autonomous. Giving followers ownership and control, this leadership style involves them in decision-making and problem- solving. For difficult jobs, achievement-oriented leadership works. Encourages high standards and growth by encouraging followers to establish and attain them. Its strength is helping leaders choose the right style for the context. Providing direction and support to motivate and achieve goals is the leader's duty, and this adaptability emphasizes this. 3.There are various pros and cons to Path-Goal Theory. Strengths: Theory: It helps explain how leadership styles affect followers' productivity and contentment. This tool helps leaders decide. Integration of Expectancy Theory: Path-Goal Theory uniquely incorporates expectancy theory into leadership, emphasizing the significance of motivating followers. This paradigm emphasizes the leader's responsibility in helping followers. Leaders should guide and support followers to achieve their goals, according to this approach. Weakness: Complexity: The theory's vast scope and connected assumptions make applicability difficult in specific organizational situations. Some research findings have not consistently supported all components of the theory, casting doubt on its reliability and validity in diverse settings. PGT ignores gender disparities in leadership and implies one leadership style fits all scenarios. Motivation Mechanisms: The idea doesn't explain how leader activities affect follower motivation. Leader-Centric: It highlights the leader's role and ignores leadership's interactivity, excluding followers.

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CHAPTER 7: LEARNING This chapter examines the Leader-Member Exchange (LMX) theory, its 30-year evolution, its strengths and shortcomings, and its implications for leadership and organizational dynamics. This chapter has three main takeaways: 1. Leadership Fundamentals: Leader-Member Exchange Theory Leader-member exchange theory, formerly "vertical dyad linkage (VDL) theory," has dominated leadership study for almost 30 years. It views leadership as a process based on leader-follower interactions. LMX theory centers on the leader-member relationship and in- groups and out-groups. In-groups are followers who have increased role relationships with the leader and gain more influence and rewards, whereas out-groups have conventional work benefits and formal hierarchical relationships. High-quality leader-member interactions reduce attrition, boost commitment, and increase promotions, according to this notion. This shows that LMX theory provides a good description of how leaders use followers to attain organizational goals. The importance of efficient communication in these partnerships and its universality across cultures are also highlighted. 2. Leadership Development and LMX Relationship Phases: Leadership development through strangers, acquaintances, and mature relationships is a key feature of LMX theory. Leaders should have high-quality conversations with their followers to build trust, respect, and obligation. This enriches the individuals and improves the organization. Leader-follower relationships grow through these phases as followers assume new roles. Mature partnerships are characterized by trust, respect, and mutual duty. This technique illuminates leadership evolution and how leaders can improve follower connections. 3. Leader-Member Emotions: In recent LMX theory research, emotions and affective states have been linked to high-quality leader-member relationships. knowing leaders' and followers' emotional relationships requires knowing role-taking, role-creation, and role routinization. The developing emotional connection between leaders and their teams highlights the necessity of emotional intelligence and empathy in leadership. LMX Theory's Pros and Cons: While LMX theory has features including descriptive power, emphasis on leader-member relationships, universality, and support from various research, it also has critiques. The divide between in-groups and out-groups can lead to perceived disparities within a work unit. This violates fairness and justice by affecting out-group members' feelings, attitudes, and actions. Another drawback is that LMX theory promotes leader-member exchanges without explaining how to develop high-quality ones. While it increases trust, respect, and commitment in partnerships, its processes are not specified. LMX theory is also debated as to whether it is based on social exchange or role theory. LMX research also lacks a thorough knowledge of contextual elements that affect LMX relationships and whether its measuring methodologies can properly capture the leader-member exchange process. Finally, the Leader-Member Exchange theory is a popular leadership theory that examines leader-follower connections. It sheds light on leadership development, emotions in relationships, and organizational outcomes. However, perceived disparities, a lack of explicit procedures for high-quality exchanges, and contextual variables hinder it. Understanding these features can help leaders and researchers apply and improve LMX theory.

23132-Arshia part 2

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