How people are managed and how they lead

Four of the eight principles are: Congruence not Incongruence, Descriptive not Evaluative, Problem not Person Oriented and Specific not Global. Explain the meaning of the concepts and using ideas from your own experience give examples of their meaning. 3 3. Read the case study and discuss the issues, in terms of supportive communication which it raises. 4 Portfolio Assignment 2 1. House, R.J. in his ‘Path Goal Theory of Leadership’ and Hersey, P. and Blanchard, K.H. in their ‘Situational Leadership Theory’ offer two contingency models of leadership. Discuss, with reference to these two models of leadership the basis upon how leaders engage with their staff to help them improve their performance and gain commitment. 6 2. Discuss the nature and components of transformational leadership. How does transformational leadership differ from the behavioural models of leadership, such as Tannenbaum, R. and Schmidt’s, ‘Continuum Model’ and Contingency models of leadership such as the ‘House’ and ‘Hersey-Blanchard’ models discussed above. 7 Portfolio Assignment 3 1. Analysis of the case study 9 2. Research suggests that adults do not follow a well developed set of principles when they make decisions. Discuss how leaders might reflect onthe appropriateness of a decisionin terms of ethical considerations. Give examples to support your answer. 10 Portfolio Assignment 4 1. Resistance to organisational change, particularly when the change is ‘soft’ in nature, can stem from the individual or from the organisation. Discuss the nature of, and explore the reasons why, change is often resisted. 12 2. From a management perspective how can this resistance be overcome? 13 References 14 Bibliography 17 Portfolio Assignment 1 Whetten and Cameron (2011, p261) citing Bowman (1964) write that, Surveys have consistently shown that the ability to effectively communicate face to face is the characteristic judged by managers to be the most critical in determining promotability. 1. One way to improve communication is through ‘Supportive Communication. Discuss what Whetten and Cameron mean when they define this concept of communication. Why do they consider it so important? The term ‘supportive communication’ as used in the book of Whetten and Cameron aims to highlight two characteristics of communication: the potentials of communication to help towards the achievement of the goal set and the freedom provided to both parties in order to state their views (Whetten and Cameron 2011). Supportive communication is a mode of communication that can be quite important in certain organizational events, such as interviews (Whetten and Cameron 2011). Indeed, an interview between a candidate and the employer would have more chances to lead to the development of a successful cooperation if both parties were allowed to show their concerns and their perceptions in regard to the issues discussed during the interview (Whetten and Cameron 2011). In other words, for Whetten and Cameron supportive communication can be used for enhancing cooperation and trust in the workplace. No other mode of communication, apart from supportive communication, offers to both parties the chance to feel equal, a condition that can be quite crucial in certain cases. for example, using supportive communication an interviewer can identify the actual willingness of the interviewee to work as a member of a group (Whetten and Came