Human resource management policies implemented by Watsons Engine Assignment

Human asset the executives arrangements actualized by Watsons Engine Components - Assignment Example Anyway there are factors which oppose powerful administration of human asset. In this examination, hypothetical structures have likewise been fused to more readily dissect HRM arrangements and capacities. A basic viewpoint for human asset the board helps in deciding the requirement for key HR wanting to improve organization execution. The report will even feature certain proposals for Watsons toward the end which can be executed to diminish issues saw inside the association. Different methodologies of human asset the executives are illustrated in this investigation and every one of them significantly affects workforce efficiency. Human asset the executives is a hierarchical capacity organized to amplify representative execution. The significant target of this capacity is to meet goals of manager. The board of human asset is identified with creating frameworks and approaches for viably overseeing workforce in an association. The units and divisions of HR are liable for worker enlistme nt, execution evaluation, preparing and advancement and in any event, fulfilling. HR is related with modern relations, or rather adjusting administrative laws and aggregate bartering guidelines with authoritative practices. In twentieth century, human relations development encircled the idea of human asset the board. Specialists chipped away at this idea and expressed that vital administration of workforce can make upper hand for a business.

Business Ethics Essay Example | Topics and Well Written Essays - 2000 words

Business Ethics - Essay Example Business doesn't exist free of the general public, and therefore governmental issues. The cooperation and contribution of the organizations in the degenerate practices and strategies of the administrations has additionally been somewhat liable for the improvements which prompted the continuous dissent developments that are testing governments in the Middle-East. The rising idea of Corporate Social Responsibility (CSR) calls for positive cooperations with respect to the corporate substances with the networks considering the way that the organizations are a piece of the networks and thus the network is one of the partners of the organizations. Nasr, S. (2006) brings up that if executing corporate administration principles in joint endeavor organizations has demonstrated to be troublesome, attempting to apply them to privately-owned companies is a significantly increasingly troublesome undertaking. This is on the grounds that such organizations are more about family than they are about business. The economy of the Middle East nations is overwhelmed for the most part by the privately-run companies. Nonetheless, the expansive picture rising in a general public is required to be surely known both by the family and expert elements for a supportable improvement over the long haul. ... e towards the ecological duty of the humankind, this apropos mirrors the cutoff points regarding misuse whether socially, monetarily or politically by the different personal stake gatherings. Blowfield, M and Murray, A. (2008, p.24) state â€Å"There are different methods of classifying the principle gives that fall under the corporate responsibility†. He has drilled down Business morals, Legal consistence, Philanthropy and network venture, Environmental administration, Sustainability, Animal rights, Human rights, Worker rights and government assistance, Market relations, Corruption and Corporate administration as unmistakable zones of corporate obligation action today. The horticulture and business are the foundations for advancement of the networks or social orders on the planet. The modern advancement over the timeframe has assumed a significant job in the financial improvement of the nations consigning horticulture to the optional spot. Blowfield and Murray have put busine ss morals in the front line as its corporate duty, and the impact of the business ventures in the general public and governmental issues has been becoming remarkably over the timeframe. The significance of business in the plan of things has been additionally worried by the expression ‘Corruption and Corporate governance’ inferring that debasement and corporate administration is firmly interlinked. At the point when we state defilement in the corporate organizations, legitimately it is suggested that the business impacts ‘politics’ contrarily by method of debasement to assist their corporate advantages. The business ventures in the Middle East nations going about as a course for the development of monies out of the nations to the places of refuge have encouraged defilement in these nations executed by the political powers.

Boise

Boise Boise boi ´se, â€"ze [key], city (1990 pop. 125,738), state capital and seat of Ada co., SW Idaho, on the Boise River; inc. 1864. The largest city in Idaho, Boise is an important trade and transportation center. Food processing and the manufacture of paper and wood products, computer hardware and software, semiconductors, and electronics are the major industries. Many state and federal government offices are there, as are Boise State Univ. and the Idaho State Historical Musuem. A gold rush in the Boise valley and the establishment of a military post in 1863 led to the founding of Boise City, which grew as a distribution center for miners and became the capital of Idaho Territory in 1864. Later, particularly with the building of Arrow Rock Dam (1911â€"15), the region was developed for farming, and Boise drew wealth from orchards and fields rather than mines. Increased irrigation, hydroelectric power, and flood control projects associated with the Boise River have increased the area's agricultural yield. The Columbia Electronic Encyclopedia, 6th ed. Copyright © 2012, Columbia University Press. All rights reserved. See more Encyclopedia articles on: U.S. Political Geography

Sigmund Freud and Leonardo da Vincy on Psychobiography

Quite often psychobiography is dated as start with Freud’s Leonardo da Vinci and memory of his childhood (1910/1957). (Schultz, p. 23)All of this was lead o by Freud’s work on the â€Å"Delusions and Dreams† that was founded in Jensen’s novel titled â€Å"Gradiva†. (Schultz, p. 23) Beginning approximately four months after Freud’s â€Å"Delusions and Dreams† was published in 1907; Freud had decided to take a well needed trip to Rome. (Valedictorian) While in Rome Freud saw the sculpture (basso-relievo) that represented â€Å"Gradiva† on display at their museum called â€Å"The Museum of the Vatican†. (Valedictorian) Freud then purchased his own personal copy of the basso-relievo. (Valedictorian) Freud did this as others such as the author Wilhelm Jensen and the fictional Norbert had done previously before him. (Valedictorian) Freud had this great idea to hang this item, which is to be remembered, in his office that happen ed to be located in Vienna. (Valedictorian)This sculpture stayed in his office until he left Vienna and took it with him to London in 1938. (Valedictorian) Freud’s most vital analysis of the dreams in Wilhelm Jensen’s â€Å" Gadiva† as well as his own work titled â€Å" Delusions and Dreams†, Freud clearly states that the fictional Norbert Hanold’s, is the protagonist and that the dreams stem from the delusions that were a result of the repressed memories returning to his conscious. (Valedictorian) His â€Å"fancies† had been made and thus the repressed memories that had returned had been

The Complexities of Healthcare Reform in the United States

Healthcare in the United States has long been a heated topic of discussion, it seems that the biggest issue with Health care reform is the simple lack of understanding towards health insurance all together. A study done by the journal Health Affairs found that â€Å"only 60 percent of the people who should be signing up for the ObamaCare understand all of its key concepts†. Jimmy Kimmel did a segment on his show Jimmy Kimmel Live called â€Å"Six of One† in which he sent a film crew around Hollywood, California to ask random people whether they preferred The Affordable Care Act or ObamaCare. I was sorry to see that so many different people were oblivious to the fact that ObamaCare is just a nickname for the Affordable Care Act. The United States is the only major industrialized nation without universal access to health care. The U.S. government spends twice as much per capita of any Nation on healthcare, nearly 17% of its gross domestic product, but fairs no better on health outcomes and preventable death. Which happens to be the reason I chose this topic for my research paper, a complete lack of understanding for what is probably the most comprehensive reform of the U.S. medical system in at least 45 years. After almost a century of failed attempts to pass a national health insurance by both republican and democratic presidents the Patient Protection and Affordable Care Act also commonly known as ObamaCare was signed into law by President Barak Obama on March 23, 2010 and will beShow MoreRelatedPublic Managing Competing Agendas : The United States Department Of Health And Human Services Essay1292 Words   |  6 PagesAssignment 2: Public Administration- Managing Competing Agendas The United States Department of Health and Human Services is an organization which plays an essential role within the policy issues concerning the Healthcare Reform Act. The Department of Health and Human Services goal is to protect the health of all Americans. Thus for providing adequate and essential human services, especially for those who are incapable of doing so for themselves. Throughout this essay, one will examine the organizationalRead MoreThe Affordable Care Act ( Aca )956 Words   |  4 Pageslegislation that has had massive effect on healthcare in the United States. Its systemic effects on healthcare in this country are numberous, from insurance to ambulatory care, from healthcare related taxes to healthcare resources, and beyond. That said, the following research paper attempts to summarize how this massive piece of legislation has effected healthcare in the United States, to date; with a particular eye towards the effects on the average healthcare consumer. Lastly, it concludes with reasonsRead MoreHealthcare Reform in the United States1218 Words   |  5 Pages During the formation of the United States of America, the founding fathers had difficulty to agree on common issues due to their conflicting political stances. 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Many individuals in United State were not just happy, but more productive as the reform was so helpful to themRead MoreHealth Care Reform : The Analysis Of Healthcare Reform977 Words   |  4 PagesThe Analysis of Healthcare Reform The complexity of health care could take the rates on a massive trajectory that does not favor the people covered. Therefore, the financial protection that the levels of health insurance covers, help to guard against the risks related to the unexpected costs of health care. The source of coverage could still have an impact by the insurance coverage and financing alternatives that one has access to; Conversely, private insurance, social insurance, and the nationalRead MorePaper1149 Words   |  5 PagesIntroduction An important social welfare demand is the establishment of efficient healthcare services to accommodate the demands of living in the modern era. 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Sociologist Karl Marx Free Essays

A Brief Introduction Mr. Jeff Riddle April 29th, 2009 There are three major theories that depict how sociologists view the world. The theories are functionalist, conflict, and interaction theory. We will write a custom essay sample on Sociologist Karl Marx or any similar topic only for you Order Now Each of these has its own viewpoints of how people affect society, and how society affects the people. Each theory has its own group of sociologist to go with it. The theory that a sociologist picks to back has an effect on how they do research and how they look at problems. Schaefer) The first theory is Structural Functional Theory, or functionalism. Functionalism is one of the oldest theories, and is still used today. In functionalism society is made up of different parts, and these parts work together to keep the society stable. Functionalism relies very much on the scientific method. By relying on the scientific method, the study of sociology can be observed in the same way one would view the physical world. (McClelland) In functionalism, change is said to happen when pressure is put on individuals by social structures. This is what is known as a macro theory. Macro theories work from the society downward, the society forces the people to change, not the people change society. The next theory is conflict theory. In opposition to functionalism, when society exists in a state of balance and stability, conflict theory says that society is better described as existing in a state of constant struggle and conflict between two groups. Conflict theory has been growing it popularity since the late 1960s. Many social and economical problems such as, civil rights movements, and political battles, have given prime examples of the conflict between the two groups, reinforcing conflict theory. Marx says there is a constant struggle between the haves, and the have-nots. In a capitalistic society, groups interact in a destructive way. (Schaefer) They do this by the more powerful group exploiting the lower group in order to become more powerful. This is what causes the unbalance in power. The next theory is Interactionist or Symbolic Interaction Perspective. This theory is different from the other two because instead of working from the society down in a macro prospective, it works from the individual up, in a micro prospective. Interactionists focus on the subject of human life at a personal level instead of at a social level. An interactionist wants to know what the person was feeling or how they were bothered by a particular situation. Society is made up of patterned and organized interactions on personal basis. Because of this the research done by interactionists can be done at a face-to-face level also instead of focusing on the group or groups within society. McClelland) All interactions and reactions between individuals shape the way society works. An interaction can be any contact; this includes all language and symbols. This is because interactionists want to understand each individual in society, because understanding the individuals will show you how they shape society in the end. (McClelland) In conclusion, these different th eories give sociologist a basis to work from. They do play a major role in the way a sociologist conducts research, or gathers information in other ways. Not any of the three theories can be said to be correct in a whole, but sociologists can use all of them to better understand a situation and draw conclusions about it. The theories allow sociologists to develop different viewpoints and find the tendencies between them. References Berlin, Isaiah, and Alan Ryan. (1996). Karl Marx: His Life and Environment. New York: Oxford University Press. Schaefer, Richard T. (2008). Sociology. New York: McGraw-Hill. Stanford Encyclopedia Of Philosophy. (2008). Karl Marx. http://www. laspositascollege. edu/library/cited_APA_examples. php#anchorInternet How to cite Sociologist Karl Marx, Papers

Cognitive Approach to Emotion Management

Question: Discuss about the Cognitive Approach to Emotion Management. Answer: Introduction: Firstly, there seems to be lack of communication between Susan and her subordinates. Susan merely tells her assistant managers who directly report to her what she expects of them. She does not take enough steps to find out what the employees under her leadership want. Susan should have helped employees set goals for themselves and then supported them as given in the path goal theory of leadership (Path Goal Theory 2017). Secondly Susan does not ask many questions from her seniors regarding the work given to her. She does not offer any suggestions to her seniors regarding the job she is entrusted with. There is transactional leadership by her seniors and Susan also has adopted that style as a leader herself (Liu, Liu and Zeng 2011). Thirdly, Susan seems to lack patience. She should have asked Ben why so much time was being taken in preparing for the trade show, the marketing campaign. She herself should have talked to Johnson also and faced their emotional outbursts. Then she should have managed their emotions to solve the conflict. She seemed reluctant to communicate (Effective Communication And Leadership 2017). Fourthly, Susan did not understand that work is to be done by her subordinates. If they are not happy, the work would suffer. Her leadership style does not show concern for subordinates, what they want out of work as shown in the leadership grid. She is more of a transactional leader (Odumeru and Ogbonna 2013). Fifthly, Susan did not realize that there was a need for change and she should have changed her approach to dealing with her employees. She is not a transformational leader (Transformational Leadership 2017). She did not change her attitude to win over unsatisfied employees. She did not support the initiatives of Ben and other employees. Relationship between Susan Wong and her staff Susans attitude towards her assistant managers is biased. She has a group of assistant managers as her favourites. Susan talks to them more about how work is to be done and how they can be involved in getting things done. These assistant managers are part of the ingroup as given in the leader member exchange theory. Then there is part of the assistant managers who Susan does not trust so much and is not comfortable talking to. These managers are consulted less by her regarding work. they are part of the outgroup. The inner group of assistant managers feel that they are more cared for in the company. They are more satisfied with the company as a result they also make more efforts to do good work. They are more motivated employees. on the other hand the outgroup feels that the leader is prejudiced. All the good assignments go to the ingroup. They also seem to be more likely to get a promotion. This causes lot of resentment among members of the outgroup. Susan also does not communicate much with the other team members outside the group of her assistant managers (Effective Communication And Leadership 2017). She is neglecting the other team members. There is hardly any leader member exchange when it comes to talking to members like Johnson and Ben. Susan does not talk to Johnson when she should have faced the person and tried to get first hand information from him. She is busy mostly with her assistant managers and asks them to talk to group members. So all other members in a way belong to the outgroup who are cared for less by Susan. If Susan had developed more communication with the other team members, she would have known better what are the problems being faced by the staff. She would have known about the aspirations of her staff, what they wanted to achieve in life through their employment. Susan was not following the path goal theory in its entirety (Northhouse 2016). The basic idea behind this leadership concept is that A leader who follows the path goal theory interacts and sits with her or his juniors and communicates more with them (Path Goal Theory 2017). Susan should have taken more interest in the development of her employees. A leaders job is not only to give directions to her employees but also see how they react to her directions. There is need for a leader to find out if her proposals regarding work are taken well by the followers or not.. Susan should have helped the team members to evolve (The Blake Mouton Managerial Grid 2017). She should have mentored personally some of the team members who we re showing outstanding capabilities and work. She should have taken more interest in Bens work and groomed him as a greater leader that the person could have developed into. There should have been communication by Ben that anybody with more ideas about work could come forward and talk to her (Eisenbei and Boerner 2013). Strategies that could be adopted by Susan for interpersonal emotion management Different leaders sometimes behave differently in a situation (Northhouse 2016). Susan faced different kind of situations in her company as a leader. She had a team member Johnson Fellows who used to take interest in work initially but later became disinterested in work. Susan instead of directly talking to Johnson asked her assistant managers to look into the problems of Johnson and other discontented staff. Susan was known to take things hands on but in this case maybe she was unsettled by the reaction of Johnson (Thiel, Griffith, and Connelly 2015). She failed to address friction and discontent among the staff directly. She had a golden opportunity to prove her mettle as a leader. There was a need from her to manage the emotions of staff like Johnson (Little, Gooty and Williams 2016). Susan would have realized that if the emotions of staff went out of control there could be complete lack of discipline in the organization and work would have come to a halt. She could have managed their emotions by directly talking to them and facing any outbursts from them herself. Before meeting Johnson, Susan should have inquired from her assistant managers what feedback they could give regarding the problems of the discontented staff. Susan could have applied two approaches to manage the emotions of the staff. One of them would be behavioural approach that involves the leader understanding that people in the group have genuine problems. They have felt ignored and maybe harassed by the transactional style of leadership by Susan. In this case Susan would have realized that she should have been more caring for the feelings of the staff and there could have been more participative type of management from her. In this case Susan would show some empathy when she meets angry staff (Thiel, Griffith and Connelly 2015). In this case, Susan would have done an analysis of the grievances of the staff and found that some of them were genuine and anger of the staff was justified. Susan would try to calm down the nerves of the people by talking to them in a softer tone and not trying to show that as she was the boss, she knew everything and could treat the staff as she wishes (Little, Gooty and Williams 2016). Susan in this case would involve the staff in finding and creating solutions for them. This strategy of interpersonal emotion management would make Susan more popular with the staff as they would feel they have been given more respect and involvement in the entire process. Another strategy that Susan could have relied on is the Cognitive approach in which Susan would have come to the conclusion that the members of staff were to be blamed to a certain extent for the trouble and Susan would make them see reason and change themselves as she met them face to face (Cognitive Approach To Emotion Management 2017). This approach would show that the leader is strong and would not go out of the way to please the staff. The leader would make the staff change even at the cost of receding popularity as staff are also to be disciplined. Susan could have applied a mixed approach in managing the emotions of her staff which can also be called situational modification. She could have been strict or shown more empathy towards the employees after considering how they were responding to her suggestions (Guarana and Hernandez 2015). If the employees themselves start producing fruitful suggestions which can help the organization, the leader can be more receptive and cooperative towards them even if they had not behaved properly in the past. Even if a person is rude in the beginning but later mellows down, the leader should be soft towards the person when the individual becomes calm. The change in emotions of the team members should elicit a favourable response from the leader who need not be curt all the time but mix it with a softer tone of voice If Susan was to adopt a transformational approach There were ample opportunities for Susan to bring change and transformation in the company. When Johnson Fellows became furious at the management, Susan should have read the tell tale signs. She should have tried to build bridges with such dissatisfied employees by talking to them. A process of building of communication network within the group should have been started by her (Anderson and Sun 2015). She should have become a transformational leader. A transformational leader both uses authority and persuasion to get things done by group members. Instead Susan was spending less time with group members and was following a transactional style of leadership where old methods of doing work were being followed. The group members were just being told what to do and rewarded if work was done. No suggestions regarding work were asked from them by the leader. There should have been mentoring of Johnson by Susan who should have taken him in confidence. When employees are encouraged to talk among themselves, many dissatisfactions go away. The employees become more supportive to management. This is how change is introduced in an organization (Voet 2014). The support of employees is taken by the management. Employees like Ben who took the initiative in developing a marketing campaign for the electronic products of the company, needed to be encouraged by Susan. People like Ben can become future leaders of the company. Lines of communication should have been established among employees and informal communication helps to bring out new ideas (Sarros., Cooper and Santora 2011). An environment conducive to innovative ideas could have been provided with the efforts of Susan who could have brought transformation (Wright and Pandey 2011). Susan should have helped leaders like Ben to develop more social capital. This means that Ben should have been encouraged to interact with other members in the group and talk to them about his ideas regarding work (Liu, Liu and Zeng 2011). There should have been more conversations among group members and many new leaders would have emerged. Susan could herself be part of some such conversations (Effective Communication And Leadership 2017). But one drawback of encouraging such networking among the employees is that they would develop their own ideas and would like to carry them forward rather than carry out the suggestions and commands given by the transformational leader (Transformational Leadership 2017). But this should not deter the transformational leader from helping the group members discuss new ideas for change. Some ideas by the group members could lead to transformations within the company that can help it to make more profits. Susan as an authentic leader It becomes clear from the facts given in the case that Susan is not an authentic leader who wins the trust of its subordinates through fair dealings and open communication (10 Authentic Leadership Characteristics 2017). An authentic leader establishes certain rules according to which the subordinates are treated by the leader through his or her consistent dealings with the juniors (10 Authentic Leadership Characteristics 2017). But it becomes clear that Susan had certain juniors who were favoured by her in job allocation. No doubt the other employees felt cheated by her. Susan had developed an ingroup and outgroup of assistant managers and she had separate rules of engagement for them. For outgroup she was more of a transactional leader (Obiwuru et al. 2011). Many employees felt that they were not being cared for by their superior and their performance at work was all that mattered to the management. Susan failed to develop a proper work culture in her group (Agote, Aramburu and Lines 2016). There were more than eighty employees who directly reported to her. The number of such direct reports seems to be too high. Susan should have trained her assistant managers to interact more with the other employees to find about their feelings about work. Susan should have put in place a proper system of reward and performance among the employees. She failed to establish clear and transparent system for her interaction with the other employees (Laschinger and Fida 2014). She should have approached and met more junior employees in weekly meeting held by her and given them some work to do. Then she should have evaluated that work. This would have made her more popular with the employees. Susan was an authentic leader to the extent that she did interact with Ben and became aware of the ideas that Ben had regarding a new marketing campaign for selling the product of the company. In this case there was some fruitful leader member exchange. Susan agreed to the development of more ideas for selling the product of the company through the advertisements produced by Ben. So there was mutual commitment between Ben and Susan regarding the development of a new campaign. There was a level of sincerity in Susans attitude towards Ben. In this case Susan acted as an authentic leader, who cared to an extent about the feelings of subordinate (Qian, Lin and Chen 2012). Susan should help Ben to a certain extent as an authentic leader but should not allow Ben to take advantage of her. Ben has to complete the new advertising campaign on time. Ben should take this work seriously. If he is not responsible towards this work, Susan can take away the project from her and ask somebody else to do it. An authentic leader can be strict towards the individuals subordinates. References 10 Authentic Leadership Characteristics 2017, yscouts.com, viewed March 20, 2017, https://yscouts.com/10-authentic-leadership-characteristics/ Agote, L, Aramburu, N and Lines, R, 2016, Authentic leadership perception, trust in the leader and followers emotions in organizational change processes, The Journal Of Applied Behaviour Sciences, vol. 52, no. 1, pp. 35-63, viewed March 20, 2017 Sage Anderson, M and Sun, P, 2015, The downside of transformational leadership when encouraging followers to network, The Leadership Quarterly, vol. 26, pp. 790- 801, viewed March 20, 2017 Science Direct Cognitive Approach To Emotion Management, HAL archives-ouvertes, viewed March 30, 2017, https://halshs.archives-ouvertes.fr/halshs-01422207/document Effective Communication And Leadership 2017, smallbusiness.chron.com, viewed March 30, 2017, https://smallbusiness.chron.com/effective-communication-leadership-5090.html Eisenbei, S and Boerner, S, 2013, A double?edged sword: transformational leadership and individual creativity,British Journal of Management,vol.24, no 1, pp.54-68, viewed March 20, 2017, https://onlinelibrary.wiley.com/doi/10.1111/j.1467-8551.2011.00786.x/full Guarana, C and Hernandez, M, 2015, Building sense out of situational complexity: the role of ambivalence in creating functional leadership processes,Organizational Psychology Review,vol.5, no. 1, pp.50-73, viewed March 30, 2017, https://journals.sagepub.com/doi/abs/10.1177/2041386614543345 Laschinger, H and Fida, 2014, A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions,European Journal of work and organizational psychology, vol.23, no 5, pp.739-753, viewed March 20, 2017, https://www.tandfonline.com/doi/abs/10.1080/1359432X.2013.804646 Little, L, Gooty, J and Williams, M, 2016, The role of leader emotion management in leader member exchange and follower outcomes, The Leadership Quarterly, vol. 27, pp. 85-97, viewed March 20, 2017, Science Direct Liu, J, Liu, X and Zeng, X, 2011, Does transactional leadership count for team innovativeness? The moderating role of emotional labor and the mediating role of team efficacy,Journal of Organizational Change Management,vol.24, no. 3, pp.282-298, viewed March 30, 2017https://www.emeraldinsight.com/doi/abs/10.1108/09534811111132695 Northhouse, PG 2016, Leadership: theory and practice, Sage Edge, London. Obiwuru, T, Okwu, A, Akpa, V and Nwankwere, I, 2011, Effects of leadership style on organizational performance: a survey of selected small scale enterprises in ikosi-ketu council development area of lagos state, nigeria,Australian Journal of Business and Management Research,vol.1, no 7, p.100, viewed March 20, 2017, https://search.proquest.com/openview/ea3362d254f474ba95b094f6676e2daa/1?pq-origsite=gscholarcbl=1996358 Odumeru, J and Ogbonna, I, 2013, Transformational vs. transactional leadership theories: evidence in literature,International Review of Management and Business Research,vol.2, no. 2, p.355, viewed March 30, 2017 https://search.proquest.com/openview/5c6805ccdb46e209d3efa51ae375e8de/1?pq-origsite=gscholarcbl=2029531 Path Goal Theory 2017, mindtools.com, viewed March 20, 2017, https://www.mindtools.com/pages/article/path-goal-theory.htm Qian, J, Lin, X, and Chen, X, 2012, Authentic leadership and feedback-seeking behaviour: an examination of the cultural context of mediating processes in China,Journal of Management Organization,vol.18, no. 03, pp.286-299, viewed March 30, 2017, https://www.cambridge.org/core/journals/journal-of-management-and-organization/article/authentic-leadership-and-feedbackseeking-behaviour-an-examination-of-the-cultural-context-of-mediating-processes-in-china/0871C1576DFA48977E8228B563E0011E Sarros., Cooper, B. and Santora, J 2011, Leadership vision, organizational culture, and support for innovation in not-for-profit and for-profit organizations,Leadership Organization Development Journal,vol. 32, no. 3, pp.291-309, viewed March 20, 2017, https://www.emeraldinsight.com/doi/abs/10.1108/01437731111123933 The Blake Mouton Managerial Grid 2017, mindtools.com, viewed March 20, 2017, https://www.mindtools.com/pages/article/newLDR_73.htm Thiel, S, Griffith, J and Connelly, S, 2015, Managing stress by person focused and emotion focused emotion management, Journal Of Leadership And Organizational Studies, vol. 22, no. 1, viewed March 20, 2017, https://journals.sagepub.com/doi/abs/10.1177/1548051813515754 Transactional Leadership Theory 2017, Managementstudyguide.com, viewed March 20, 2017, https://managementstudyguide.com/transactional-leadership.htm Transformational Leadership 2017, mindtools.com, viewed March 20, 2017 https://www.mindtools.com/pages/article/transformational-leadership.htm Voet, J 2014, The effectiveness and specificity of change management in a public organization: transformational leadership and a bureaucratic organizational structure, European Management Journal, Vol. 32, no 3, pp. 373- 382, viewed March 20, 2017, https://www.sciencedirect.com/science/article/pii/S0263237313001175 Wright, B and Pandey, S 2011, Pulling the levers: transformational leadership, public service motivation, and mission valence, public administration review, Vol .72, no. 2, pp. 206-215, viewed March 20, 2017, https://onlinelibrary.wiley.com/doi/10.1111/j.1540-6210.2011.02496.x/full