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Questions

Questions

1. When at Work with Others, Do You Emphasize More on the Task Relationships with Those You’re working with? Why?

Yes,I emphasize on task relationships with my colleagues. TaskRelationships offergoal-settingideas, which provide proper working conditions where mastery at theindividual level is required.

2.Which Is More Vital To You, Task Headship Or RelationshipLeadership?

Aworking relationship is more important than relationship leadershipsince it enhances production.

3.Have There Been Stints When Your Style Has Opposed With Others InYour Group?

Yes,sometimes it is essential to embrace relationship leadership as itbrings in social development aspects in an organization, arequirement in any firm. Making workers to be task oriented deterssocial development that determines their relationships to oneanother.

4.Do You Agree That Task And Relationship-Oriented LeadershipBehaviors Lie Along A Continuum? Why or Why Not?

Thereis a slight difference between task and relationship-orientedleadership. Since people who are relationship-oriented do not followany goals, they focus primarily on the well-being of the juniors. Onthe other hand, task oriented firms are goal achievers as they focuson procedures towards accomplishing objectives (Northhouse, 2015).

5.Do You Agree That One Orientation Is More Operative Than Another?Why?

Itis not true to argue that one orientation is useful than anotherbecause the two leadership styles are dependent on one another.Achieving tasks depends on whether workers are in a better connectionwith others (Northhouse, 2015).

6.How Can You Tell What Leadership Style Would Be Most EffectiveWith A Given Group?

Comingup with objectives and carefully stating their period of achievementwill determine the leadership style to apply to a particular group(Northhouse, 2015). For example, long-term goals suit task-orientedworkers whereas short-term objectives demand relationship style ofleadership.

7.To What Extent Do Your Traits Contribute To Your PreferredLeadership Style? How Easy Is It Then, To Change Your LeadershipStyle When Needed?

Personaltraits determine which leadership style people prefer. Socialindividuals will prefer working under a leader who relates to them.On the other hand, goal achievers are task-oriented. Changing fromrelationship to task-orient leadership is hard.

8.Do Followers Have Preferences Regarding How They Are Led? If, So,What Does That Mean For Leaders? How Might They Take That IntoAccount In Determining Leadership Behaviors?

Subordinateshave the right to change of leadership styles and they can influencehow they need to be governed. Leaders should be flexible to adjustto a leadership style that suits the demands of their workers(Northhouse, 2015). As such, leaders are accountable to modifyleadership behaviors for the good of the company.

9.Is It More Important To Be Comfortable With Your Leadership StyleOr To Adapt To The Circumstances? Explain

Leadershipshould change according to the dynamics of the working environment.Notably, the flexibility of leadership promotes a positive workingenvironment which in turn, enhances the competitive advantage of theorganization.

Reference

Northhouse,P.G. (2015). Introductionto leadership.Western Michigan SAGE Publications, Inc.

Questions

Questions

1. What Is Your Personal Philosophy of Leadership? Why? What Are Your Beliefs About Human Behavior?

Leadershipis a process that is based on character, consistency, andcollaboration because these are the components that define asuccessful leader. I believe human behavior is something that isdeveloped or acquired and it can be changed depending on thecircumstances.

2. Can Basic Assumptions About People Change? How?

Yes,basic assumptions about people can change by proving them with anopposite viewpoint and the downside of their postulation. Thatentails all consequences associated with their assumptions so thatthey can see the essence of changing.

3. How Are Our Attitudes About The Nature Of Work Formed? How Can They Be Changed?

Ourattitudes about the nature of work are formed through theinformational, emotional, and behavioral components. They can bechanged by altering the mentality as well as judging the nature ofwork from direct personal experiences.

4. What Situations Are Better Suited For Theory X And What Situations Are Better Suited For Theory Y? Why?

TheoryX is suitable in scenarios where the employees are required to worktowards specific outcomes or embrace a particular organizationalculture. That is because this style of leadership is authoritarianand it pushes employees to be what the management wishes them. TheoryY is suitable when the administration wants to build healthy andfriendly relationships with the employees. That is because it valuesemployees.

5. What Are The Potential Downsides of Authoritarian, Democratic and Laissez-Faire Styles of Leadership?

Inauthoritarian leadership, the leader makes all decisions, and thereis no room for consultation subsequently, resulting in the lack ofcreativity and personal bias. Equally, this form of leadership isinappropriate for highly skilled and motivated workers, infringespeople’s right to freedom, and increases work burden on the leader.On the other hand, democratic form of leadership is time consumingdue to consultations thus, increasing the chances of procrastinatingissues that are being discussed. Additionally, Democratic leaders canat times be indecisive especially during a crisis. Lastly,laissez-faire style of leadership may lead to resentment because toomuch delegation which may make the team members to be overwhelmed. Italso minimizes the interactions between the leader and the memberssubsequently, contributing to the lack of accountability andineffectiveness amongst the people being managed.

6. When, If Ever, Do You Think Laissez-Faire Leadership Is Appropriate? Why?

Laissez-faireleadership style is appropriate in situations where the team membersare confident, motivated, and capable of executing their dutiesefficiently.

7. What Sort of Leadership (Authoritarian, Democratic and Laissez-Faire) Do You Prefer as a Group Member and Why?

Asa group member, I would prefer a democratic style of leadership. Thatis because it gives the participants/ group members an opportunity tocontribute or air their views thus, arriving at all inclusive andaccurate decisions.

8. How Easy Is It to Change One’s Preferred Style of Leadership?

Changingone’s preferred style of leadership begins with assessing whetherthe preferred style is effective in meeting the anticipated results.After that, one can decide the appropriate character and behaviorthat should be embraced to achieve the new style of leadership.Hence, changing one’s preferred style of leadership is easy becauseit requires one to work on his/her behavior and character.

9. What Are the Strengths and Limitations of Viewing People through McGregor’s Lenses of Theory X and Theory Y? Are There Alternative Perspectives You Might Use?

Viewingpeople through McGregor’s theory X highlights the limitations of aworkforce in an organization. Conversely, Theory X subjects employeesto a very hostile and distrustful atmosphere. It is alsocounter-effective in today’s organizations. On the other hand,Theory Y has a positive view about employees. On the flip side, it istough to uphold it in reality. It doesn’t sound practical intoday’s organizations that are composed of people with differentcharacters.

Yes,there are other alternative perspectives I might use. For instance, Iwill coerce the employees to work hard with the prospects of biggerrewards such as job promotion and salary increments rather thanemploying an absolute form of leadership.

10. Is It Reasonable To Expect That Individuals Might Exhibit “Theory X Behavior “In One Setting And “Theory Y Behavior” In Another? If So, How Might That Affect Your Style Of Leadership?

Yes,it is reasonable to expect individuals to exhibit Theory X behavior“in one setting and “Theory Y behavior” in another. However,that is detrimental to their style of leadership because theirbehavior will depend on the conditions in which they have beensubjected.