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1. In discussing the accuracy of the following
statement: “Contingency theories don't work
because they assume leaders can adjust their style
to the situation. In reality, people have a preferred
leadership style that they can't easily change”,
it is apparent that human conformity plays an
integral role here. It must be asserted that contingency
theories do expect a great deal of a leader, which
is why many leaders may not be able to conform
to what a situation demands of them. In contrast
to this, leaders prefer to implement their own
styles that would encompass as many situations
as possible. However, this would mean not being
able to fulfill all roles required of a leader,
whereas, a contingency theory would allow a leader
to encompass all roles. Therefore, it can be asserted
that contingency theories do not or may not be
effective because some leaders do have a tough
time adjusting their own styles to situations
at hand.
2. Three types of trust that may be contrasted
include: 1. trust in the management, 2. trust
in strategic decision-making teams and, 3. trust
across subgroups in an organization.
Trust in the management is the fundamental requirement
for employees to work with a free mind and perform
their tasks without worry. This type of trust
refers to day-to-day operations.
Trust in strategic management is essential in
times of change especially. This is because employees
may be shaken up when there are newer challenges
presented to them. If they lack confidence in
the strategic management, they are most likely
to under perform. This type of trust refers to
trust needed in times of change.
Trust across subgroups in an organization again
here refers to day-to-day operations because of
the need for different groups to work together.
However, this trust is also essential to the organization
and all concerned in times of organizational change.
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