MLS Program Learning Outcomes



Table of Contents

General Products Britain4

Mitchell as a Follower4

Decisions for Mitchell4

Garrow's Boss View6

The Application of the Leadership Theories7

Trait theories7

Situational Leadership Theory of Hersey and Blanchard8

Behavioral Theories8

Relationship Theories9

Equal Justice for All11

Preventing Racial Bias11

Ethical Principle and Values12

Principle of Autonomy12

Principle of Equality13

Cross cultural skills13

Leadership Ethics14

Ethical Leader15

Ethical Leadership15

Team Leader's Challenge17

Decision for the New Computer System19

Group Dynamics19

Capability of the Team Members23

Best Leadership Style24

Measuring the Ethical Climate26

Research Plan26

Data Collection Procedure26

Validity27

Credibility27

Conformability27

Development of Code of Ethics28

MLS Program Learning Outcomes

General Products Britain

Mitchell as a Follower

Throughout Mitchell has been following Garrow's suggestions and had been busy in collecting more data so as to convince Garrow about his plan, he can be categorized as an effective follower as long as the saturation point comes where Mitchell' becomes frustrated of the high expectation of the boss. He is very much participative in improving the organizational process. A positive relationship between participation in decision-making occurs depending on the credibility of earlier findings that employees have the opportunity to enjoy participating in decisions that affect them (Ivancevich,Konopaske,2007). Participation has a positive effect on the organization to the satisfaction and increased strength of the correlations, and the credibility of the job effectively. Mitchell's personality shows the same characteristics and motivation industry. These responses are reciprocal attitude and motivation to each other over time. Overall, the response patterns did not differ significantly over time, even if all workers to study the earnings from wages or conditions during data acquisition. Two possible explanations seem unlikely at first, given the additional staff in the comments. One possibility is that the staff sees the profits or benefits that they deserve, because they lead to a better vision (Ivancevich,Konopaske,2007).

Decisions for Mitchell

Michelle's position has become critical since, he has to decide between being patient and waiting for Garrow's approval of the improvising plans and to switch the job. Providing all the possible efforts that Mitchell has given to the projects improvement and the data that he worked over, Garrow's behavior and the demand for a further detailed analysis might be frustrating for Mitchell. If I were at his place, I would have reasoned with arrow about the branch deacons of avoiding decagons to improve things. Garrow shows the coercive power of leadership that exists when someone has the ability to punish someone mental or psychological, for example punish a subordinate in front of everyone. This power is based on the leaders having control over whatever happens if the team members or subordinates do not work as they are required. The leader can impose a penalty if the followers do not undertake the actions they are supposed to take (Ivancevich,Konopaske,2007)

These punishments can be in different forms which includes, losing the job, using verbal abuses, demotions, loss of promotions or withdrawal of the privileges. In any circumstance, the leader is required to clearly choose the punishment in order to prevent breaking the law or becoming the subject of employ tribunal. It refers to the ability of an individual to influence others through punishment (which can be nagging, unwanted job assignment, ...