Plagiarism free work pleaseThe purpose of the reflective essay (writing) is to develop a clear and inspiring vision of what you want to achieve in your career in the near future. In the essay students

********* ******** *********************************** *********************** of **************************************************** face ********** ** running the *** ** *** ********** *** ********* *** **** ** ******** ** ********** ********** ********* the type of ****** **** is in an organization For instance ********* you may ** ***** with * situation that ***** your ********* and ***** ** *************** ********* ** Pardey ****** *** ********* **** *** ***** ****** *** **** one to ******** **** ** ** *** ** ** autocrat[i] ***** * aspire ** ** * ************ ******* **** *** best ********** ****** *** ****** *** type ** behaviour **** * ******* should ***** *************** Every manager *** * noble **** ** ******** that *** decisions made ** *** **** ** **** ** *** ********** ***** ********* or *** ******* ************ ** *** company **** ******** fail ** ***** ********** based ** *** ********* **** they make ******* *** ****** ***** ** *** type ** decisions **** **** **** ***** ** power ***** *** **** (2016) ***** ** *** effectiveness of decision-making *** *** importance ** the ********* ** the overall ******* *********** ***** *** Jago delineate *** ********** **** *** ** **** ** decision ****** ** ****** effectiveness[ii] ************ the ************ that **** be ** *** ***** will ***** ** the normative model ** *************** ****** **** leaders ****** *** *** * *** utilize it to ******* ** ********** skills ** a ************ ********************** *** ******** (2017) discuss the ************ Decision ***** by asserting **** *** ****** **** ** ********** with *** **** of ********* **** ** ** *** ********** ***** ****** *** Henry ****** ***** **** leaders should *** **** **** ********* *** *** sake *** **** to **** ********* approaches **** can ******* *** decisions **** ***** ***** ********* can ** ******** to ensure **** the ********* made *** ********* They ********* ***** *** ******** ** ********* **** consistency ******* * ********* approach does *** give room *** effective ********* One *** **** ********** choices when ***** ** a strategy **** is a ***** ********* **** *********** *** ********* ********** **** *** ***** ** **** ********* at the ************ ************ ************* *** *** ****** discusses ** *** *** *** ** ****** ** ensure that ** or *** initiates ********* When *** **** *** decide ** make *** ******** ** gives room to ** undecided situation ** * ************ manager who intends ** ******* *** goals of *** ******* ** is ******* *** *** ****** ** ****** **** *** *** ** make *** ******** *** ****** must ****** on how ** ***** *** ******* ********* *********** **** *** ******* ****** ****** *** ******** ***** **** ** the areas **** **** ** ** addressed[v] De ******* ** ** (2017) ****** **** *** ********** sense *** normative ******** ******* ********* *** to ****** ** **** to **** the decision The authors ******* assert **** **** one ***** ********** ****** ** ******* hard ** **** ** ********** **** * ****** ****** **** instincts **** ***** him or *** ** when ** decideConsulting ****** ****** any ********* ***** identify the approach **** can be ******** ** ******** making As * ************ ******* *** ******* ** ******* the expected ****** ** is crucial **** *** ******* ****** ********* ********** *** ******* **** the problem ********** ** ** **** ****** Obtaining group *********** ****** *** decision-making ******* ****** alternatives ** *** the ***** *** ** ********* ********* ** ** ****** further ***** **** when *** leader ******** from ***** employees ** ******* **** ********* **** helps ** *** ************* ********* ** ****** Wright *** **** (2016) ************* *** **** be ***** ******** * ************ ******* *** **** ***** ******** ***** he ** *** *** ******* *** issue to *** group *** members are ********** to attend *** ***************** ********* information **** other ********* ***** ** ********* *** ***** ** ********************* during decision making ** vital ** ******** that *** ********* **** *** useful *** *** organization When *** ****** ******** *** ******* ****** *** group members it ******* **** to determine *** ******** to **** ****** ************ group consensus is ****** ****** *** decisions made by *** ***** *** consensus-based and **** **** ****** *** ****** productivity or ********** ** *** *** ****** facilitation ** *** group ******** among *** ***** **** *** ****** **** ensure that the ******** *** ****** to ***** bias (Obholzer *** Miller **** * 41)[ix] Boni-Saenz ****** ******* **** ******** ********** **** ********** of the ******** ****** ****** ********* ** *** ***** **** one is * leader As * leader ** ** appropriate *** ** ********* decisions **** ******* ** a **** **** *** right decision is ***** ******* *** group *** ****** **** ********* to ensure ************* Therefore the decision-making ******* ***** ** *** ********* ***** ********** *** **** of leader **** *** ********** ******** *********** ** ** ***************** recognizes **** decision ****** ******** *** ****** to ******* *** *********** *** ********* at **** * ******* **** ** is ******** for a ****** ** understand **** ********* ********** *** ******** *** different scenarios ********* ** Jago ********** Vroom *** ***** ** recognizing that *** ********* ****** ******* ******** to *********** *********** based on decision ************ * **** ****** ***** ** **** *** rights ****** to identify *** ************ ** the decision to *** organization ** ******* ******* **** ********* Significant decisions **** ********* the level of employee *********** ********* ********* **** involve the ********* will require the ****** ** **** more employees **** *** ******** process ** **** ********* *** ******** **** ******* ************* ** all ****** *** *** ****** ****** *** ***** decision * ******* **** ***** **** the ************ ** *** ******** the ****** *** to ****** *** ***** ******** ******** **** **** ************* ** *** ******* ** *** situation ****** situations will **** *** ***** ********* and hence **** need **** **** participantsNewark ****** asserts **** *** ******** ******** also ******* ** the ************ ** the team’s commitment ** *** ***** decision[xiii] **** ******** **** ******** impact *** ********* **** require their ******* *** ****** ****** ************* decide ** *** ******** **** ******* **** ******** *** ********** **** ********* ** will ** ***** ** ******* **** *** ******** and *** **** individuals ** **** ****** ********* *** **** to ** **** ******* ** ****** ** decisions **** *** involved ** ****** The ***** of leadership ****** impacts *** ******** ***** ** ** organization ****** ******* ******* **** *** ******* ** *** decision models that ******* **** participants ***** ************ *** ***** **** **** **** ****** critical decisions ** *** absence ** ************* ******** *** ***** **** * 76) Good ******* ****** have ** ************* ** ***** ***************** * ********** that I **** need to ******* *************** ****** ** ** pursuit ** ***** * professional manager ************** ***** *** ****** understand ***** ********* and ********** ********* * and ***** ** **** * ********* ******** that ********** their weaknesses *** strengths have *** ******* ** ********** ***** *********** when ** comes ** different ******** ********* ******* ****** understand *** ********* of group ******** ** ***** decisions ***** ********* *** ***** ****** propose that ******* **** ********** *** ***** ******** **** they understand *** social-cultural environment ** *** ***************** Their *********** ******** **** the ****** has ** ***** ********** the ********** culture ** *** ************ ***** ** impacts *** ***** ******** to *** decision ******** ********** ** my ****** ********** ****** I ******* that ** **** ** ********* ** ********** ******* *** *** ** ******* the **** members Some ***** exhibit * ****** ********** ** ***** ******** ****** since **** **** * culture that ******** ********* * anticipate **** ** ************ **** *** ** ********** ******* ** unlikely ** ******* ********** decision making ** that sense it ** apparent **** *** ****** will **** to ******* ***** ******* **** ****** decisions ** an organization **** *** * ********** ************ ****** ******* that *** ********* ***** of ********* ********** *** decision ***** in *** organization[xvii] A highly ******* workforce requires ******* supervision **** *** leadership In *** *********** ** ******** ****** *** ****** ******* ***** *** ** consulted when *** leader ** ****** most ** the ******** ****** **** **** *** ****** will look ** *** ****** to make most ** *** ********* **** ****** *** team Managers **** to look ****** the expert ***** competence of ***** ***** It ** ********* **** * professional manager *********** *** team’s ********** ** ******* together in ******** * ******** ********* ******* 2017 * *********** * ******* **** * **** **** to ******* ****** **** **** me understand ** **** ******* individual ****** *** their skills ** * ********** **** ******* **** * will **** ** understand **** on **** allocation since * **** **** ** ****** decision-making ***** ***** on ** ************** ******* ** work **** ******************* normative ******** ***** ******** **** ********* of flexibility ** my ****** **** as * ************ manager I *** ********** the ********* ***** **** ****** ** ******* *** ********* ******** ***** ** practical **** ********* *** ***** **** however **** to consider the leader’s *********** **** ************ *** **** ******** ** *** model ********* N and McMurray **** p 379)[xix] It **** ********* ** ****** **** *** leaders **** **** *** same ***** ** ************* *** ********* when implementing *** ** the **** ******** ********** ******** *** ***** **** p ******** ******* *** few ********** the ********* decision ***** is ***** ** improving the ******** of decision ****** in ************ ***************************** T **** AF Brandt * ************* P *********** * *** ** ******* * ******** ** *** Der ******* * ***** * *** ******* VM 2015 ******** **** that promote ****** ******** ******* *** **** quickens *** 350 **************** ** **** ******** *********** ** Nussbaum *** *** *** ******* **************** ** ************* * *** Daw ** **** ******** how ** decide: ************ *** ************* making ****** in cognitive sciences 19(11) ************** E *** Feinberg * 2017 Decision-making ********* ** ****** ******** Annual ****** ** sociology 43 pp207-227Caldwell * *** ***** ** **** Self-efficacy and *************** ***** insights to ********* ****** ************* ******* ** ********** Development ***** ************* ******* J ***** ** Newman GE and ***** * 2017 ********* ********* *** ********** ******* ********* ******* 41 pp382-402Doria ** ********* P *** ***** * **** Socio-cultural ******** *** ******* Decision ****** In ******** ** ************** Decision Making *** ******** ******** ********** * * 2015 *********** Research ******** ******** *** ****** ****** *************** * ****** ** *** Park J **** *** **** ** ******** **** *********** *** ******** ****** ** *********** ********** ********** practices: ******** **** a ****** agency Review ** ****** ********* ************** 36(1) *********** A **** **** ****** Vroom ****** ****** *** ****** Jago’s normative **************** ****** ** *** use ** ************* management ************** Behavior ** **** ****** to Practice 131Klein * **** * naturalistic *************** perspective ** ******** intuitive ******** ****** ******* ** ******* Research in ****** and ********* **** pp164-168Lussier ** and Achua ** 2015 *********** ****** *********** ***** ***** development ****** EducationMuenjohn * *** McMurray * **** ********** *** ******** MAKING *********** ******** and ****** ************ *********** * **** ********** *** the ***** of absurdity ******* ** ********** ****** 43(2) ***************** * *** ****** * **** ********** ************ *** ************ *** creative ********* In ******* ***** *** ******* *** ****** *************** * **** *********** ********** ************** PH ****** MW *** ***** GT 2018 *********** A ********** ******** Sage publicationsUlrich * 2017 ***** ***** to Improve *** Performance ********** Nursing ******* ********** * ****** * and **** * **** ********* ******** ******* ****** ***** ** ***** resources ** *** State ********** ** *** ************** *** *** ******* director ** *** Center *** *************** ********** ***** ********** ** *** Research ********* ** ********** ** ******* ***** ********** ** *** ******* **** ***** ***** and **** *** ***** ************ *********** DA *** Bowen DE 2016 ******** to be a ************* ****** Academy of ********** Perspectives ***** ********************************** ****** D 2016 Introducing ********** *************** ***** * ****** * *** Jago * 2015 ********* decision ******* theory Chair ** ***** ********* at *** ***** University ** *** ************** and *** ******* director of *** ****** *** *************** ********** ***** ********** ** *** ******** ********* ** Management ** ******* ***** ********** He *** ******* **** fifty books *** over *** ***** ************ ********* Bruch * and ******** * **** Decision-making processes ** ****** ******** ****** ****** of ********* ** pp207-227[iv] ***** ** ****** ** *** ***** ** 2018 *********** * ********** approach **** publications[v] ******* ** ************* * *** *** ND **** ******** how ** ******* ************ *** ************* ****** Trends in cognitive ******** ****** pp700-710[vi] De ******* * Tobia KP ****** GE *** Knobe * **** ********* ********* *** ********** ******* ********* ******* ** pp382-402[vii] ********* * **** ** Brandt * Alonso-Coello * *********** * *** ** ******* * Tikkinen ** *** *** ******* * Elwyn * *** ******* ** 2015 ******** **** **** ******* shared ******** ******* the **** ******** *** *** ************ ****** * ****** ** *** **** J **** The **** ** employee task *********** and learning ****** ** *********** empowering ********** practices: ******** **** a ****** ****** ****** of ****** ********* ************** 36(1) *********** Obholzer * and Miller * **** ********** ************ *** ************ *** ******** ********* ** Working ***** *** ******* *** ****** Routledge[x] ********** ** **** ******** *********** In Nussbaum *** *** *** ******* *************** Jago A **** **** ****** Vroom Philip Yetton and ****** ******** ********* decision-process ****** ** *** *** ** ************* ********** ************** Behavior ** **** ****** ** Practice ******** ****** * * **** *********** ******** ******** practice *** skills Nelson *************** Newark * 2018 ********** and the logic of absurdity ******* ** ********** ****** ***** ************** Lussier ** *** ***** CF **** *********** ****** *********** ***** ***** *********** Nelson Education[xv] Caldwell C and ***** ** **** ************* and *************** ***** ******** to increased ****** ************* Journal of Management *********** 35(9) **************** ***** ** ********* * *** Fagot * 2017 Socio-cultural Modeling *** Dynamic Decision ****** ** ******** ** Cross-Cultural ******** Making *** 293-306) ******** ********** ***** * **** A ************ decision-making *********** ** studying ********* decision making ******* ** ******* ******** in ****** *** ********* 4(3) pp164-168[xviii] ****** * **** ***** ***** ** Improve *** *********** Nephrology ******* ******* ********** Muenjohn * *** ******** * 2018 ********** AND ******** ****** Leadership: ******** *** ****** Perspectives pp379[xx] ******* DA *** Bowen DE 2016 ******** ** ** * ************* leader ******* of ********** ************ ***** *********