Question

Pls do not handwrite the answer, this is for easy reading

Sry guy, can't find a subject for this - so I put under social sciences

It is under Human Behaviour in Organisation == I only left 1 post question available, sorry for posting all of it.

4b) Describe laissez-faire, transactional and transformational leadership. compare the effectiveness of the 3 leadership styles.

5) c) Explain what is meant by job satisfaction,

d)Examine 3 causes of job satisfaction. Illustrate each cause with an example
e) Identify and describe the core job dimensions in the Job Characteristics Model.

f) Research shows a strong relationship between organisational justice and job performance. Discuss 6 practical implication derived from equity theory

g) Explain what is meant by "day of contemplation". For what purpose is it used in organisations?

h)Explain when the dominating style is an appropriate conflict handling approach in organisations. For which type of organisational climate is it inappropriate?

i)Can organisations suffer from too little conflict? Explain your answer.

4 e) You are a manager supervising 5 sales representatives. One of these representatives, Tim, decided to provide a long-term client with an extended warranty outside the firm's regular policy. As a result, you have been in conflict with Tim.

important: Draw a diagram that shows how the 5 conflict handling styles are impacted by concern for others and concern for self. Recommend which conflict handing style you would take in this scenario.

Answer 1

• 4b)Transactional leadership is an exchange process that identifies needs of employees and provides rewards to meet those needs in return for expected performance. A transactional leadership style consider as replacement of the autocratic leadership because both of them generate a level of predictability and order.
• The transactional leadership is more practical in nature because of its emphasis on meeting specific targets or objectives and focused more on daily basis task. Subordinates of transactional leaders are not expected to be creatively because they are monitored and evaluated on the basis of predetermined criteria.
• Those leaders influence employee performance by using the organizational rewards and punishments.
• The transformational leadership theory is a cooperative, process-focused networking where the leader motivates his followers to create, inspire and influences changes in them. Leader of this style act as role model for his followers, attend their needs and involve them in the decision making process.
• The main point in this theory is to encourage the followers to perform to their full capacity and meet the expectations. Transformational Leader need to have a base of transaction qualities to establish his style successfully. Transformational leadership is not a substitute for transactional leadership, but it develops and enhances it.
• Laissez-Faire leadership can be described as a nondirective, passive and inactive style. Leaders of this style believe that internal drives and believes motivate the follower to act.The leader in this style sets few rules for processing the issues in the organization and then delegates them to the subordinates.
• The leader needs to know very well the level of knowledge, competence and integrity of his followers to be able to delegate the tasks. This style helps the follower to invest their talents and abilities to the maximum.
• It's more effective if used with very mature and autonomous employees, but mostly it not effective or productive style. The risks here arise when the leader mistaken in choosing the suitable employee to accomplished the delegated tasks.
• Lack of clear vision and direction for the organization lead the followers to adopt different goals and objective, increase the stress level among the followers and decrease the productivity and the quality.
• Many studies support the transformational style because its provide supportive environment where the employee work creatively, show commitment and meet the expected requirements.
• Some studies encourage leaders to make combination between the three styles in their management, because different situation need the style. Transformational and Laissez-faire styles are more useful in encouraging the employees to work independently and creativity. Transactional style is more effective when the leader want to set new practices and need to implement them within specific time.
• Research has revealed that this style of leadership resulted in higher performance and more improved group satisfaction than other leadership styles. One study also found that transformational leadership led to improved well-being among group members.
• 5c)In Organizational Behavior, job satisfaction is one of the most researched variables in the area of workplace psychology and has been associated with numerous psychosocial issues – the changing world of work, organizational factor- ranging from leadership to job design.
• It is the level of contentment a person feels regarding his or her job. This feeling is mainly based on an individual’s perception of satisfaction.
• It can be influenced by a person’s ability to complete required tasks, the level of communication in an organization, and the way management treats employees.
• There are different levels of job satisfaction:-
• Effective job satisfaction is a person’s emotional feeling about the job as a whole.
• Cognitive job satisfaction is how satisfied employees feel concerning some aspect of their job, such as pay, hours, or benefits.
• According to S.P. Robbins, “Job satisfaction refers to an individual’s general attitude toward his or her job.”
• Due to time limit,remaining questions can be asked as another question,they will be answered,thankyou for your cooperation