How might you strengthen the identified area(s) of weakness?
June 5, 2020 Comments Off on How might you strengthen the identified area(s) of weakness? Uncategorized Assignment-help

Theory AnalysisThe Yukl (2013) text describes classic theories of leadership and management as well as more contemporary approaches to leadership and management. In a paper of7 pages, excluding title and references pages, compare and contrast one of the classic theories of leadership and management with a current trend in leadership and management. Evaluate the efficacy of both approaches as they apply to your personal (or desired) tendencies to effectively lead others. *Will provide chapters in additional materials Yukl, G. (2002).Leadership in organizations(5th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.INSTRUCTOR GUIDANCE:Yukl (2002) presented numerous definitions of leadership in Chapter 1, Table 1.1. He also acknowledged that “most definitions of leadership reflect the assumption that it involves a process whereby intentional influence is exerted by one person over other people to guide, structure, and facilitate activities and relationships in a group or organization” (Yukl, 2002, p. 2). The definition of leadership adopted by Yukl (2002) throughout the text is similar: “Leadership is the process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of facilitating individual and collective efforts to accomplish the shared objectives” (p. 7). Leadership theories are also presented in Chapter 1, and include the following approaches: trait, behavior, power-influence, situational, and integrative.As you read Chapter 1, consider which components of leadership resonate the most with you. How would you define leadership? What leadership approach most closely aligns with your professional experiences?Chapter 2 discusses that nature of managerial work. Much information is presented; however, one of the most important parts is Mintzberg’s research on managerial roles. Based on his observational studies in the 1970’s, Mintzberg identified 10 roles that he believed accounted for all managerial activities. These roles are: disseminator, monitor, spokesperson, entrepreneur, disturbance handler, resource allocator, negotiator, liaison, figurehead, and leader. Each of these roles are described in greater detail in the textbook.Important to note is the fact that leaders often encounterrole conflict. Role conflict results from competing or conflicting demands by different people in the organization (for example, superiors and subordinates). In some situations, managers are unable to appease both groups but must still decide on an appropriate course of action. Here, course materials indicate that managers often defer to the expectations of superiors; however, this is not always the case.As you read Chapter 2, consider what managerial roles and/or activities you excel at. Upon which can you improve? How might you strengthen the identified area(s) of weakness?Chapter 3 of the textbook continues to explore research findings on leadership behaviors. Two seminal studies are the Ohio State Leadership Studies and the Michigan Leadership Studies. Both are described in detail at the beginning of Chapter 3. For those of you who are audio-visual learners, you can listen to information about each study by following these links: Ohio State Leadership studies ( Michigan Leadership studies (, Yukl (2002) presented an integrated framework for classifying leadership behaviors. He shares that a specific leadership behavior will consist of a mix of three orientations: task, relations, and change. “The three types of behavior interact jointly to determine work unit performance. Their importance depends on the nature of the task and the work unit environment. Effective leaders determine what specific task-, relations-, and change-oriented behaviors are appropriate and mutually compatible for the given situation” (Yukl, 2002, p. 65).Before completing your readings this week, don’t forget to review the case studies at the end of Chapters 2 & 3. The case studies provide you with opportunities to apply course concepts to real world situations.