18. (1) Define transactional leadership.
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- Paraphrase this one. Analyze and explain. Limitations of Predictive Analytics While predictive analytics tools undoubtedly offer valuable assets for businesses, it's crucial for organizational leaders to remain cognizant of several inherent drawbacks. These limitations shed light on the necessity for a well-rounded understanding before fully embracing predictive analytics. Inability to Predict All Human Behavior: The allure of predictive analysis lies in its potential to decipher and anticipate human behavior, thereby revolutionizing business strategies. Nonetheless, it is imperative to acknowledge the inherent complexity of human actions. Predictive analytics excels in many scenarios, yet it cannot foresee every facet of human behavioLMX theory focuses on A. matching leader behaviors to followers' development levels B. the integration of task and relationship behaviors C. matching the leader behavior to follower characteristics D. the dyadic relationship between the leader and follower In-group members ____. A. get more information from leaders B. are focused on themselves rather than the team C. have low-quality leader-member exchanges D. do their jobs and nothing more Which ethical leadership principle is concerned with telling the truth and representing reality as fully and completely as possible? A. ethical leaders serve others B. ethical leaders are honest C. ethical leaders are just D. ethical leaders respect others Mbaye listens to the different views of his followers and explores each of their opinions before making decisions. He is careful to remain unbiased and fair in all decision-making. Which component of authentic leadership is Mbaye using? A. relational transparency B. self-awareness C. internal…Multiple choice 1. A leader who provides maximum supportive behaviour and a great deal of explicit instructions for how to carry out a task is assuming ___________________ role.A) tellingB) sellingC) participatingD) delegating
- Which of the following are true? a) Strategic leadership is the capability to understand the complexities of both the organization and its environment and to lead change to achieve and maintain a superior alignment between the organization and its environment b)Female leaders are not necessarily more nurturing or supportive than are male leadersc) A strategic leader works to improve both the current and future alignment between the organization and its environmentd) Virtual leadership and face-to-face leadership require the same leadership and communication skillsThe early studies of LMX identified what two vertical linkages? A. job roles and personal roles B. task and relationship links C. in-groups and out-groups D. traits and behaviors The inclusion framework depicts inclusion as a combination of A. belongingness and self-actualization B. belongingness and uniqueness C. acceptance and affection D. acceptance and tolerance Which component of authentic leadership refers to leaders' awareness of their own strengths and weaknesses? A. self-awareness B. internalized moral perspective C. moral reasoning D. relational transparency An in-group member would most likely be characterized by which type of behavior? A. non-negotiating behaviors B. desire to go beyond prescribed roles C. ability to perform tasks as assigned D. strict adherence to role responsibilitiesa) Describe the "norming" stage. b) How might Nathan Decker lead effectively as the team starts "norming"?
- 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?q19)The premise of the leadership substitutes perspective is that leader behaviors may be ________ in some situations. a. neutralizers b. irreplaceable c. mandatory d. ineffective This multiple choice question from INTRODUCTION TO BUSINESS course.just write for me the final answer.Please do not give solution in image formate thanku. Role of Power in Shaping Corporate Culture Power - Influence leaders and managers have over the behavior and decisions of their subordinates Power bases are 1.Reward power 2. Coercive power 3.Legitimate power 4.Expert power 5.Referent power Explain all the power bases with example in company practises
- Multiple Choice (Cont.) 10. Apple's organization values emphasize external integration as well as innovation and flexibility. How would you describe its culture? a. hierarchy b. market c. clan d. adhocracy 11 In o foree feld onelveie ubieh of the felllowing ie o foree for o benge2(1) How could a manager tap into the drive to defendas a way to help rally employees? (2) CouldHerzberg’s hygiene factors help explain the significantproblem of employee theft and embezzlement? Whyor why not?O Gary%20Yukl%20(Leade X | file:///C:/Users/t/Desktop/Gary%20Yukl%20(Leadership%20in%200rganizations%208th I *| Review ang DIScUSSion Questions 1. Briefly explain leader-member exchange theory. 2. What are some possible benefits and costs of developing different exchange relationships? 3. Is it possible to develop different dyadic relationships and still treat everyone fairly? 4. Use attribution theory to explain how leaders interpret the reason for poor performance. 5. How can subordinates influence a leader's perceptions about them? Chapter 9 Dyadic Relations and Followers 6. What are some guidelines for corrective feedback? 7. What factors influence follower attributions about leader competence? 8. What are some guidelines for improving effectiveness as a follower? 933 AM