Please answer question 1-9 use proper paraphrasing and references also cite and can you put the reference for each under the answer of each questions thank you.
Without a doubt I consider competence of coworkers to be a very key trait, and will play a huge part in how successful your team is. I think that is the biggest reason I would also say I can be harsh with failing employees, but if someone isn't carrying their weight or doing their part, it isn't fair to not address that issue even if it comes across as harsh."
Within the context of the path-goal concept, how specifically can we motivate people to become self-motivating? In other words, we DO want to kick things off by directing the energy and attention of individuals to support them to participate and ultimately become achievement-oriented. But, over time, we want our employees to become self-sufficient. So, if we are to hold to the boundaries of the path-goal theory, how would we actually do that? What specific steps would we take?
1.Consider these motivation techniques: HOW TO MOTIVATE PEOPLE - BACKED BY SCIENCE. Are any of these suggestions compatible with the path-goal structure of leadership?
2.Provide examples of how the Path–Goal Theory of leadership can be used to improve leadership effectiveness.
3.How would you define power? How would you define influence? What are some distinctions between power and influence in an organizational setting? How may power and influence positively affect an organization? How may power and influence negatively affect an organization? Provide specific examples to support your answer.
Power in the workplace has been defined as authority. The higher the level in an organization the more power they have. It stems from the person's title in the organization or the expertise. There are different characters of power."
The way leaders use their power is both a reflection on the individual himself/herself and the corporate culture that supports individual leaders. For example, in a culture that has a top-down orientation where decisions are made at the top and communication down the hierarchy takes place to implement the decision, a leader who practices consensus building is not going to be successful. Likewise, a culture that is more relational is going to be dismissive of someone who is coercive.
3.How can organizations use its culture to "mold" leaders to fit its desired approach? Should leaders who don't fit the mold be outlawed? Would there be any disadvantages to only supporting leaderships that fit one pattern?
4.What are the cultural constraints on the development of charismatic leadership?
5.What are the major contributions and shortcomings of the neo-charismatic approaches to our understanding of leadership?
Description is the ideal which can often be in place in many companies. At the same time, companies that get caught up in "office politics" is not a rare occurrence. Many times, projects are pursued because "the boss" said so. And, even if the value of the project is unclear, the interest to question what the boss wants is not often desirable in some politically charged work environments.
6.Setting the tone to question the boss is something any leader can establish if he/she wants to do so. What would prevent a leader from doing that?
7.Identify a public or political leader. What kind of power does this leader possess? What influence tactics does this leader normally use based on his or her power? Provide a specific example of an influence tactic this person has not used. What would happen if the leader used this tactic? How would his or her power be affected?
8.Describe the elements of transactional leadership.
9.What are positive and negative impacts of substitutes on leaders and organizations? Provide examples.