Leadership Theories, Employee Absenteeism And Conflict Management Essay

Length: 4 pages Sources: 4 Subject: Leadership Type: Essay Paper: #29311987 Related Topics: Talent Management, Leadership Theory, Transition Theory, Conflict Decision Making
Excerpt from Essay :

Business Psychology/consulting/Industrial Psychology

Business Psychology/consulting/industrial Psycholog

Transformational leadership plan is a process moving leadership positions from one person to another or from one generation to another. Two major theories in relation to leadership transition plan are contingency theory and behavioral theory. Contingency theory emphasizes that there is no leadership style, which can stand alone as a proper leadership style. From the internal and external environmental factors, a leader should adapt to any given situation because leading has no redefined path. Behavioral theory emphasizes that great leaders are not born but made. The theory states that any leader can be more effective through teaching, experience, and observation. The theories can be applied in case of a sudden departure, for strategic leadership succession, and a possible planned departure (Ismail & Yusuf, 2011).

Merger transition plan is a process where two or more companies joined such that they can benefit on large capitals, reduce competition, and benefit on decision making through contribution of opinions and ideas. Disciplinary and synergistic are the major merger theories. Synergistic merger theory is emphasized on the efficiency achieved by the managers by combining and aiming at the same target. Competition will be reduced since the companies are working together to meet one target. Disciplinary merger theory emphasizes on companies targeting managers who pursue objectives rather than maximizing profits working on poorly performing organizations. The theory suggests that when the managers work together under new management full potential of the target will be realized. The theories and the transition...

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It is a useful tool used in ensuring that a group of employees working together to achieve a common goal are clearly aware of what is expected to contribute. The theory in relation goal setting is Locke and Letham's approach, which emphasizes that goals set and appropriate feedback, will motivate employees to work aiming the same target and in turn improving the performances. The plan and theory are indicated when the organization is planning to motivate the employees to work together on the same goal to improve their performances (Locke, & Latham, 1996).

Team development plan is the process of enhancing the effectiveness of work groups through the improvement of role and goal clarification in interpersonal processes. The theories in this plan are Belbin's team role theory and John Adair action theory. Belbin's theory emphasizes on the individual behavior and influence on team success. The theory assists in ensuring that the necessary team-roles are applied, and behavioral weaknesses in the team are addressed. John Adair's action theory is simple and more practical because it describes how the leaders should apply it and actions the can take to implement. The theory is centered since it involves a combination of three management responsibilities (Bass, 1990). The responsibilities involve individual, group, and work. There should be teamwork for the success of all the three responsibilities. The task must be supported by a team since one person cannot accomplish it. In case the requirements or needs of the team are not accomplished, an individual will not be satisfied, and the task will suffer. If an individual is not satisfied, the task will have poor performance, and the team will suffer. Leaders must advise the employees on how the three responsibilities are incorporated for success. The plan and the theories are indicated when the organization is urging the employees or staff to work as a team (Locke, & Latham, 1996).

Talent management plan is the process of creating and using talents to achieve organizational goals and objectives. As per the previous literature, it is obvious that there should be various ways to find talents in the organization. In addition, there are no ready-made talents in an organization. Talents are selected from a group of individuals in specified positions in the organization. Conceptual model is used in identifying and managing talents in an organization. Talents are identified from external labor market, pivotal positions, and internal labor market. After identification, the talented employees are motivated, committed to the organization, and offered and extra-role behavior. Talented employees will help in proving organizational performances. Talent management plan and conceptual model

Sources Used in Documents:

References

Bass, M.B. (1990). From Transactional to Transformational Leadership: Leaning to share the vision. Organizational Dynamics. Volume 18, Issue 3: 19 -- 31

Cohen, A. & Golan R. (2007). Predicting absenteeism and turnover intentions by past absenteeism and work attitudes: An empirical examination of female employees in long-term nursing care facilities. Career Development International, Vol. 12 Iss: 5, pp.416 -- 432

De Dreu, C.K. W & Weingart, L.R. (2003). Task vs. relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, Vol 88(4), Aug 2003, 741-749. doi: 10.1037/0021-9010.88.4.741

Emery, M. (2010). When the Cure is the Cause: the Turnover and Absenteeism Problems. The Innovation Journal: The Public Sector Innovation Journal, Volume 15(1), Article 6: 1-17


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