V for Vendetta ( Book 1 Questions )

****** OF *************** ********* styles ** leadership **** ********** by Kurt ***** ******** ****** ********* in ***** ************* ********** *** laissez-faire *** ******* ********* **** *** democratic style is ******** to *** ***** *** ****** ********** ** each style *** ********* ******** authoritarian ***** all ********* *********** of ******** ***** *** ********* ****** ******** ********* ******* members in *** **** ***** ****** ***** *** ********* figure ******* ***** ******* **** **** *************** *** determines ****** *** **** ***** *** *** ***** **** ****** type ** **** ******** ** *** praise and ********** ** **** ****** *** does *** actively *********** **** *** ***** unless ************* ** *** ***** *** authority ****** ** ******** ****** ********** but *** ****** hostileThe ********** ****** welcomes **** ***** *** facilitates ***** ********** *** decision making This ****** type ****** ***** **** *** ***** *** ****** multiple ******* *** ***** ************* ********** members ** **** freely **** **** ***** and ****** ******** of tasks ** *** ***** This leader is ********* ** praise *** ********* and ***** group activities ******* ********************* laissez-faire ****** allows the group ******** ******* for *************** ******* ************* ******* **** ****** type ******** materials *** offers to assist **** ** request The laissez-faire ****** **** *** *********** ** **** *********** or ***** ***** **** ****** **** *** offer ********** on members' *********** ****** asked ******** *** does *** participate ** ********* in *************** 1939 Lewin's ******** *** **** *** ***** for **** further ******** studies *** articles ** ************** ********** ** ****** *** in ****** Each leadership ***** *** be *********** ********* on *** *********** within ***** it is *********** *** ******* ** *** ***** *********** and the ***** ** ***** **** are being undertaken ** *** ***** ******* may ****** ***** ***** ** leadership to *** ******* tasks ****** ** ********** ************* ********** ***** can ** effective **** * ********* ***** *** expedited ****** ** decision-making ***** ******* *** *** *** ************** *** prefer ********* and ********** significant ********* and ********** may thrive ***** **** styleA ********** leadership ***** ****** *** ******** ********** ****** *** participation ***** ***** maintaining ******* *** *** ********** **** * ******* democratic ****** recognizes each ******** strengths *** *********** elicits the **** *********** **** **** ****** *** *** while guiding *** ******* effectively * ********* for *** ********** ****** ** ** ********* **** *** all ***** **** ** ** ******* ** the ****** **** the ****** should ************* address some issues ****** ************* ********** ***** ***** **** **** ***** ******* *** highly ******* *** ********* **** * ****** ***** record ** ********** **** ********* approach *** ***** ***** ******* members to ** ********** *** effective *** ************* ***** is *********** ** *** members ** a sign ** confidence *** ***** in ***** abilities *** ******* empowers **** ** ** successful *** motivatedBASES ** ********* ***** ** ***** **** ********** ** ****** and ***** ** 1960 which **** *** ********** *** **** discussions of ***** and ********* ** the latter **** of the ********* ******* These **** ***** of power *** ******** legitimate ****** referent *** ****** ***** *** ** ********** ******* one ** **** ** ***** ************* POWERCoercive ***** ***** ** the ******* ** * manager ** ***** ** employee to ****** with an ***** ******* *** ****** ** punishment ******** ***** ********* ***** ** short-term compliance but ** *** ******** ******** ************* behaviorCoercion reduces employees' ************ **** ***** **** ******* ** lack of ********** and general employee withdrawal In the ****** ****** ****** and ******* ****** ******** ***** has seen a ******* ** the **** 50 years ******* ******* ********** ** **** ranging **** *** ***** ******* ** ****************** and *** ********* of ******** ******** ** other ***** of retaliatory behaviorEqually ********* as ** ****** on *** ******** ********** ** ******** as * ***** of power *** been *** ********* ** ******* ********** ********* **** as ****** ****** *** * Edwards Deming **** ********* **** ***** ** * decline ** ************ and creativity when ******** ***** is ******** *** *** ** ******** ***** results in ** ********** ** ********** ** **** ** ***** ** **** insight coercion ** * base of ***** ********* ** play a **** even ** ***** ************* influenced by theories ** ******* ************ ***** ** ******** crisis ** ******* ** the ******** ** *** ************ ** large ******** *** **** ** *** ********* Coercive ***** *** **** *********** ** ************* ******* ** streamline their ********** *** ******* efficiency ** ********* **** ** ***** those *** **** to ******* ** *** ************** ***** *** ******** will ** *** **** likely ********** *** *********** The ****** ** termination *** failure ** comply ** turn ** coercive *************** *************** power rests ** *** ****** ***** ********* that ***** manager *** *** right ** **** ****** ***** ** his ** *** ******** *** example ** *** ***** ** a ***** people ******* ****** **** *** ****** ** * ********* police officer ***** simply ** ***** ****** ****** that ** ** *** *** *** ************* ********* ** **** **** ****** ** * ********* setting ********* ****** with *** ****** ** a ******* who relies ** ********** ***** ***** on *** ******** ** *** ************** ********* **** *** manager holds *** ******** ********* may ****** ***** ** ********** ***** **** *** not feel * ***** ** ********** ** cooperationREWARD POWERReward ***** as *** **** ******* ***** ** *** ability ** * ******* to **** **** **** ** ****** ** ********* ***** rewards can ***** **** ******** ************ ** ******** **** schedules Reward ***** ***** does *** **** ******** ** ***** ******** ************ to **** when ******** *** convey ******* intangible ******** as *********** describes *** ****** founder of ******** ****** *** ** ** ****** user ** reward ***** ****** relies ******* ** these intangible ****** ********** that "nothing **** *** quite substitute for a *** well-chosen ********** sincere ***** ** praise **** *** absolutely ******** ***** * ************ ****** ***** ** **** ** a flexible ****** ** *** prove ** ** a ****** motivator ** ****** ****** *** ****** **** ***** Still **** organizations **** *** rigidly ** ******* *** ****** *** ******** ********* *** ** tempted ** *********** ** **** ********* meet *** quotas to ***** overly rigid reward ******* *** be tiedAnother ******* ********** **** ******* ** a **** *** power ** *** possibility **** *** rewards will ****** ********** attention **** ***** **** and focus ***** attention instead ** the rewards dangled ****** themREFERENT ************* ***** ******* **** ********** ******* *** * manager and ***** ****** ** identify **** ** emulate him or *** ** ******** ***** *** ******* ***** ** ******* ******** ***** ***** ******* ** trust ** ***** ********** ********* *** *** *** be ************ ***** that **** are ******** ***** behavior ** that of the ******* and ***** **** they ******* ** ** she ***** ** ** **** * ********* ** a ***** of ************ ******* ** empowerment ** ***** **** rests ** ******** ***** Referent ***** *** take ************ time ** ******* *** **** *** *** ***** ************ effective ** a ********* **** * ***** ******** of ************ ****** ***** ** ******** ******** power ** ************** ********** however comes ** misunderstanding the **** ** which ********* ******** **** ***** superiors ***** ************** **** one's superior ** *** ****** ****** ** ******** by ******* ** ********** ***** **** ******* ****** or dress) ***** who ******** *** *** ********* ******** ** dress **** to *** level ** their ********* *** *** ***** **** ** ************* and ******* coupled with "associates" and ****** ******** ****** than "boss" *** **************** societies **** ** ********* ** ****** ******* ** legitimate ***** *** *** ******* ****** ************** ******* American-style ************** *** ******** the ******* ********* **** for *** ******* ** ***** ** ********* *** likely ** ******** **** managers ** ********** ****** them and ******* liked ** return whereas ********* *** Mexican employees are ****** to identify **** managers ** respecting them *** feeling respected ** ****** **** ******** ***** *** be **** **************** ******** **** the ***** four ***** of power **** out by ****** *** RavenImberman ********* *** specialized ******** is *** **** ** *** ******* ******** ** train Latino immigrants ** *** democratic *********** techniques ** ** ******** In *** **** **** ***** *** *** ***** were ******** ** *********** ********* **** tended ** **** ******* ** *** ****** ***** of **************** ***** ***** **** **** ****** *** ********** ***** ******** their ******* ** *********** ********* ********* ** ** ****** *** respect **** **** ******* ** ****** this ********* specialized training programs *** now ******** *** *** ****** ** ********* *** confident *********** ********* ******* ****** ************ less ***** and ****** ******** ************* POWERExpert ***** rests on *** belief ** ********* **** ** ********** has a particularly high ***** ** ********* ** ****** *********** ***** *** Managers *** be ******** ********* based ** *** ********** of ***** ******* ********* of *** tasks ** **** **** ***** ********************** ** expert ***** *** ******** *** *** **** ****** than *** ***** persons ** * ****** ***** **** **** ** ********* ****** ****** comes ** the ***** ****** to fix * ************** ***** of machinery ** ******** exists **** *** CEO ******** *** ****** ******* *** ********* *** ******** **** ** ******* the ******* *********** *** *** ** ****** ** ****** *** ****** ** *** ****** personExpert power *** within it a ******** ***** ** ********* ** * ***** ** ***** ********* ********** ** knowledge ** shared ** * manager ****** ********* or skill instruction **** his or *** ********* in time **** **** acquire a ******* knowledge **** ** skill *** As *** ********* **** to ***** the ********* ********* ** ****** ***** ******* for the superiority ** *** ********* diminishesThe ****** ** ****** **** the ********* ********* ********** or **** *** ******* intentionally ******* *** to ***** *** ** her ********* base ** skill *** **** *** ********* The ****** ****** ******* *** ********* ********* **** **** while *** latter ******* *** ************** effectiveness **** ******************** **************** ******** **** ** those ** ****** *** Raven as **** ** *** *********** advocates ** the ***** such ** Crosby *** ****** **** tended ** ******** power *** ********* ** *************** By ******** several experts have **** ******** ***** ** *********** *** ***** ** ****** to * more multidimensional ************ ** ********* ** conflicting needsFor ******* ****** Grant ** al ********* ***** **************** goals and traditional management's ******** ***** ** *** **** as two ********** ******* ********* Because these *** ********* are ******** in two *********** ******* ** ********* they ******* ********* but ********** dimensions ** powerIt has **** **** argued **** ********* ** ********** ***** Geert ******** ** *** ** *** most ******** ********* ******* ** ************** ********** ** ************ ****** ********** ****** *********** ** **** ** called ****** ************ Hofstede ***** ******** ** *** degree to ***** ******* ** * ******* **** *********** **** ************ ** power ****** ** ************* **** ** *** extent ** which one's **** ** **** as ****** ******* ***** **** oneself **** views ********* **** power *** ********** ***** *** conception of ********* ****** ** organization *** ******* **** these facets ** authority ********** ****** drastically from ******* ** ******* ********* itself ** conceived of *********** **** society ** ******************* no single dimension ** authority *** power ** ****** ** hold ******* for *** ******** *** employees ** * multicultural ******** setting ** ** *** ************* ****** of *** ************* corporationFinally *** *** also ***** against *** one-dimensional **** ** authority *** ***** **** **** are ****** not ** *********** ******** in the ******** *** ** ************* ******* **** relations ****** the ************ ***** *** authority are **************** because relationships *** by ****** ******************* ways ** which ******** ********* ***** employees *** encourage **** ** ** productive depend ** **** variables including *** personality ** *** ****** *** skills of the *************** *** **** ** ********** ** hand or the group ******** *** ************* ** ***** ******* ** **** ********** styles **** **** of power has its ***** ** ********** *** can ***** effective ** *** right setting *** right ****************** **** leadership styles there ** **** ********** *** *********** crossover in the ***** ** leadership theories; *********** ****** examine **** ***** in the available ********** ** ****** *** **** ******** ** ********* ** *** ***** ** ************