The Effects of LOP on Implicit and Explicit Memory Essay

The Effects of LOP on Implicit and Explicit Memory The importance of memory is very high in comparison to the content of the memory. We use memory to recall information such as where you park your car upon arrival at the mall, the time and channel a particular news special is to be aired, or the types of drugs to which your child may be allergic. The former two are processed very shallowly. The information may be needed today but two weeks later, it is not important and most likely not remembered due to the weak memory trace. The latter of the three examples is vital information which is processed much more deeply that the other two. With the way that amnesiacs’ memory work, and patients with MS or focal lesions or Alzheimer’s disease,†¦show more content†¦They would have to remember what was previously presented, and recall the words to complete the word list. A method of influencing, or priming, both the implicit and explicit memory is by altering the depth, or level of processing (LOP), prior to performing the word list. Altering the depth refers to the amount of cognitive processing it takes to interpret information. In these studies, the LOP is typically manipulated by changing what qualities about the words the participant is focusing on. Depending on how the LOP is changed will determine whether the participant is using a deep LOP or shallow LOP to process the information presented. Deep LOPs are affected participant’s interpretations of words on a list by their semantic meanings and uses such as their pleasantness, their meaning, or how they fit into a particular sentence or category. Shallow LOPs use less detail about the words and look at more nonsemantic qualities of the words such as the font in which the words are printed, searching for particular letters, counting the number of letters, or counting the number of vowels. Implicit and explicit memory is affected by the LOP. The more time and thinking that go into interpreting a word (i.e. meaning or usage), the more likely it will be that the word can be quickly recalled. As information is gathered from different sources throughout the day, such as watching television commercials, reading instructions, orShow MoreRelatedLevels Of Processing And Type Of Memory788 Words   |  4 Pagesprocessing (LOP) and type of memory. The foundation of the present study is molded after the Challis, B. H., Brodbeck, D. R. (1992) study which aimed to confirm that LOP has a significant effect on type of memory. Researches, in addition to the previously mentioned, would like to validate that a dissociative effect will occur between the types of memory (implicit memory and explicit memory) just as Roediger, H. I., Srinivas, K., Weldon, M. S. (1989) reported. The results concluded that LOP does in

Investigating Correlation Between Angles Of Incidence And...

Introduction In the first part of this experiment we used a flat, concave, and convex mirror to determine the relationship between the angle of incidence and the angle of reflection for a light rays reflection on these mirrors, seen in Procedure A. In the second part of this experiment we used a light source, a three-way mirror, a rhombus prism, and a protractor to measure angles of a light ray. All of these instruments and devices were used to examine the relationship of the angle of incidence and the angle of refraction for a light ray passing through a rhombus prism, seen in Procedure B. Lastly, in the third part of this experiment we used an acrylic rhomboid to observe the dispersion through the lens, seen in Procedure C and then proceed with calculating the different indices or refraction for different colors of light, seen in Procedure D. Theory Part A: Reflection We observe the Law of Reflection, which states that the angle of incidence will equal the angle of reflection coming from a beam of light. As Procedure A will show, when a beam of light is directed on a mirror being either flat, concave, or convex the beam of light will change directions according to the mirrors. The angle between the normal line and the first beam is known as the angle of incidence, (Ï ´i). The angle between the normal and reflected beam is known as the angle of the reflection, (Ï ´r). With these symbols we obtain the equation: Ï ´i= Ï ´r Part B: Refraction When a beam of light is directedShow MoreRelated_x000C_Introduction to Statistics and Data Analysis355457 Words   |  1422 Pagesgraduated from Iowa State University with a major in mathematics and, while acquiring graduate degrees at the University of Iowa, concentrated on statistics, computer programming, psychometrics, and test development. Currently, he divides his duties between teaching and evaluation; in addition to teaching, he is the assessment facilitator for the Cedar Rapids, Iowa, Community Schools. In his spare time he enjoys reading and hiking. He and his wife have a daughter, Anna, who is a graduate student in Civil

Organizational Fundamentals Communication - Myassignmenthelp.Com

Question: Discuss About The Organizational Fundamentals Communication? Answer: Introducation It is a common fact that every person has faced an issue of neglect and abuse in some point of time in his or her life. Every social worker interacts with a person who is a victim of neglect and abuse. It is necessary for every worker to know the way of responding such call for a help. Any social worker, who comes across a youth facing problems due to neglect and abuse, should be empathetic enough to understand the gravity of the situation. A youth worker should be calm and pacified enough to assure the victim a feeling of security and minimizing the feeling of guilt or anxiety. The youth worker should be able to reassure victim, installing confidence. The worker should be rational and be able to install a feeling of comfort in order to help the victim realize his or her potential to overcome the crisis or guilt (Payne 2015). In this manner, a youth worker should respond to any disclosure from a person who is a victim of neglect and abuse. The youth worker has the responsibility of understanding and empathizing with the revelations of a victim. A social worker has to work under certain limitations under which the response should be made. A youth worker should only listen and provide assistance but not investigate. The youth worker should stay calm and be sympathetic towards the victim, should be aware of possible medical evidence that might be required and provide comfort to the victim (Thompson 2015). The youth worker should not press the victim for more details, promise to keep secrets, pass on the information to other who are not in concern regarding the issue, contact the abuser or be judgmental about the situation and gossip (Dolgoff , Harrington and Loewenberg 2012). The limitation of the youth worker is to pass on the information to the concerned manager on line or contact the necessary services if required. In case the referral has been made yet the individual does not wish to proceed with an investigation then this should be brought into immediate notice and recorded. This could be helpful in discussion the best measures to protect the victim from further harm. The youth worker should maintain a precise note of the incident and describe the circumstance in which the disclosure has been made along with the witnesses present during the disclosure. Ensure proper validation of the date, time and location for future investigation. The Department of child protection can carry out its responsibilities if the act is classified under Childrens protection Act 1993 (SA). These responsibilities can be carries out if the act recognizes the abuse/neglect under sexual, psychology or emotional in nature. The law does not requires valid proof but just a notification to ensure the safety of the children In case of any notification the worker would take down relevant information and make assessment of the level of threat to the child or young individual which is then send forward to the closest District centre of the victim. In terms of any emergency like an abandoned child or grave threat to the safety of the child, a rapid response can be initiated out of the office, the Child Abuse Report Line can perform instant action before being forwarded to the District Centre. With reference to, this of the victim is in grave threat or abandoned then an emergency response can be initiated to protect and safeguard the individual fro m further harm and abuse. To have a better understanding to the idea of social advocacy a situation has been cited for better understanding. Assuming a child of 10 years of age is going through an emotional turmoil in his family due to the sudden death of his own father. Years later, his mother marries another man whom the child has difficulty in accepting and assuming his father. The childs parents tried to convince him but eventually failed in convincing him and gradually started ignoring, neglecting and abusing him. After years of facing this situation due to this emotional distance, physical and emotional abuse, the child starts skipping classes at his school and his grades starts falling. He starts getting involved into anti social activities with several other individuals with his family least concerned eventually developing more aggression towards the child. The child eventually realizes about his guilt and wrong company and falls under a guilt eccentric turmoil and approaches to his teacher for help. They eventually appoint me as their youth worker to help them in their advocacy of rehabilitation. In youth work th e sole aim is to meet and re-instate peace amongst the both parties, both victim and his family. The primary purpose is to listen to the victim, understand and empathize in his situation and the events that eventually led him to drift apart from his family. The secondary need is to understand the need of the victims family and their needs. After listening to both the sides it is necessary to establish a connection and try to create a positive outlook and rapport between the both ends. In this manner, a youth worker can help both the victim and his family to ensure a peaceful relationship between them by executing a valid advocacy (Rubin and Babbie 2016). Every youth worker has a in and out of the scope responsibilities and capabilities. In scope are the possible ways in which a youth worker can help his client or do things that his client can be benefitted. Out or scope refers to the things that are out of the limitations of a youth worker (Banks 2012). Goals refer to the principles that every youth worker needs to follow and implementation of these principles while dealing with the clients. In scope includes the youth worker to stay calm and listen to his clients, be sympathetic towards his client, should be able to connect with the client and aware of the possible methods of gathering evidence in terms of abuse. The worker should be supportive, treat the information seriously and try to comfort his client. In serious cases the worker can fix an appointment with any other counselor, talk to the clients family on their behalf in order to establish a smooth bridge. The out of scope prospects of a youth workers is that he cannot pressurize a client for more details, promise to keep the information confidential, passing of information to other non relative persons and being judgmental. The goals of the youth to serve the primary client, their work should be non-discriminating, emphasis on empowerment, believing in non-corruption, maintain transparency and confidentiality, maintain cooperation and proper knowledge and retain self-awareness (Turner 2017). This identification of the urgency is extremely important since certain situations demands rapid action. The nature of response varies in nature depending on the type of emergency that might rise. Certain cases of abuse where the safety and security of a child is at risk such as the security of a child has been jeopardized, in such cases urgent actions can be executed prior any official information being passed on. In such case, an out of office initiative can be deployed to protect and safeguard the individuals from grave danger. Advocacy is one of the important in scope responsibilities of a youth worker. Apart from understanding the issues that needs urgent help and attention, a youth worker can contribute his efforts into advocacy of mutually resolving an issue. A youth worker can initially interact with his client and depending upon the need of the clients family, the worker can initiate an interaction where he can speak with the family members on behalf of the client to be able to explain the crisis in a easier manner. This interaction can be helpful due to the unawareness of the family members about the clients turmoil and inability of the client to discuss certain issues with the family members. In this case, the worker can help create a bridge between the client and his family (Sue, Rasheed and Rasheed 2015). A youth worker should possess certain skills and techniques to handle crisis and emotionally stirred clients. A youth worker should be have the power of speech that can lay an impact on the client who is looking for comfort. He should be able to pacify the disturbed client and bring out problem that the client is facing. The worker should know how to break the ice and get to know each other first to neutralize the situation. The worker should have patience to handle difficult clients as well. Creating safe environment requires ongoing planning, obligation and maintenance. The purpose of these strategies is to ensure that identify appropriate policies to identify and minimize the risk to children and young people in synchronized environments (Healy 2014). To manage certain strategies have been chalked out such as, a statement of commitment, code of conduct, measures for handling disclosure and qualms, strategy for communication and support, policies for recruiting and managing employees (Padgett 2016). The ways to identify the risks that the individuals are facing is to observe closely the behavior and the performance of the individuals at work. A poor performing employee could probably going on through emotional turmoil resulting in poor performance. The strategies that can be used is, to discuss the reasons of poor performance, rectification of self criticism in terms of job, help coping with frustration, prevention of suicides due to inability to handle overload. Despite identification of the crisis and proper counseling, if the situation persists and continues to escalate, assistance from others should be taken into consideration. In spite of regular counseling if the individual continue to exhibit the signs of disturbance then the individuals can be referred to proper psychiatric counseling to prevent any mishap. Every workplace should be equipped with effective crisis handling strategies to prevent crisis and effective handling. Elements such as implementation of risk-minimization strategies, maintaining a safe environment for young people, Prevention of violent behavior, securing the safety of clients are to be equipped to handle crisis. Certain legislative protocols are necessary to be maintained to to create a safe environment in workplace. They are as follows, a confidentiality policy, a clearly defined process for identifying and regularly updating a community resource index , processes for networking with other agencies, including attending relevant interagency, guidelines for case conferencing, referral protocols, a policy for how long client information is kept after clients are no longer involved with the service. After a crisis, it is very important to document the actions taken clearly and accurately and according to organizational procedures and policies. A note should be made on the victims revelation, describe the circumstance in which the revelation was made, noting down the witness during the disclosure, in case of cuts or bruises or a body map should be used to indicate the location, sure the information you write is factual. Using of a pen or biro with black ink so that the report can be photocopied. Try to keep your writing clear, signing and noting the date time and location of the setting. Employees especially the young and newly appointed employees will have the tendency of having bad or abusive behavior with more frequent escalations. Thus, an effective planning should be implemented in order to reduce the rate of escalation (Burton, Hoobler and Scheuer 2012). Thus, effective determination of the requirement of the young employees is important. Accordingly, it should be identified that what will cause escalation for them and what will not. In addition, the job role should be designed accordingly and continuous monitoring with the help of generating feedback should be initiated. This will help to identify any chance of escalation from the young employees. Initiation of the job profiles keeping in mind the considerations of the young employees will have both positive as well as negative implications. One of the key positive implications will be the enhanced job productivity of the young employees (Wood et al. 2012). This is due to the reason that, consideration of the factors acceptable to the young employees will help to increase their level of motivation and thus it will eventually enhance the rate of productivity of the employees. On the other hand, the key negative implication will be the lack of consideration of the aftermaths of the escalations. This is due to the fact that, this plan will concentrate more on the prevention rather than managing the aftermaths. All the relevant team members will be equipped in dealing with the bad behavior of the employees. Thus, team members will have employee data, which will help them in determining the individual criterions of the employees (Ortlieb and Sieben 2012). This will help in dealing with issue with them. Moreover, team members will have the access with their senior management. In case of any issues, they can directly reach to their superiors. Physical restraint will be the last possible options to refrain a person for escalating his bad behavior. Thus, any situation being aroused, which cannot be regulated or controlled by any means should be taken care by physical restraint. However, this concept will also have both negative and positive implications. The positive implication will be the effectiveness. This is due to the reason that, physical restraint will involve body contacts and thus, it will create more impact on the client. The negative implication will be the safety concern. Due to the involvement of body contacts, safety may be hampered for the stakeholders being involved (Berzlanovich, Schopfer and Keil 2012). Thus, a risk quotient is being involved in this case. In the case of emergence of physical restraint, a backup or help may be required. Thus, the co-workers being present in front of the incident will be first approached for help. They will be aware about the need for restraint to the client and will make them comfortable with the originated issue. To communicate effectively with aboriginal or Torres Strait people, conventional and latest communication channel should not be used. This is due to the reason that, the communication channel being used by the modern day society will not be applicable and acceptable for them (Shockley-Zalabak 2014). It will not generate any positive outcome. Thus, in order to effectively communicate with them, the communication technique of them should be inherited and accordingly they should be communicated in their own style and medium. This will have positive outcome from the communication process. To process information from the perspective of the young person, it is required to think like the young people. The considerations of them should only be effectively determined if they can be identified from their side only (Gutman and Schoon 2013). Thus, the more will be the determination of the situation from the identifying the considerations of the young people, the more will be the effective analysis of their situation. To detect and identify the issues such as discrimination and stereotyping with the employees, it is of prime importance that, the attitude and personality of mine should be effectively determined. It is to be seen that, how much my own attitude and personality is adhering with the organizational culture. If there are any areas being identified for improvement, then it should be rectified by me in order to effectively adhere with the organizational culture. The young peoples culture should be respected due to the reason that they are having more updated information than anyone else is. Thus, their opinions should be effectively determined. The key communication skill that is required to explore various aspects of young people is the effective use of non-verbal and verbal communication rather than formal way of communication (Leathers and Eaves 2015). Having the technological skill will also be beneficial. The young people should be motivated and be aware about the circumstances along with their consequences. It will help them to understand the situation more effectively. They will have more clear and precise idea and accordingly they can change. The young person will be given proper training and development schemes. This will help them in equipping them in dealing with the organizational challenges in their workplace. Providence of training and development with the change in the business scenario will help them to gain competitiveness and experience (Jehanzeb and Bashir 2013). In addition, the maintenance of the working environment, which will motivate the young employees, will also be beneficial their issues in the workplace. Periodical generation of feedback from the employees will help to determine the issues and grievances of the employees, which can be rectified if properly identified. However, it is true that the characteristics possessed by the individuals are unique and distinctive, but it is also true that their characteristics being interrelated with that of the society (Bauman 2013). This is due to the reason that, society comprises of the individuals with distinctive requirements. Thus, the needs and rights being possessed by single individuals will be included as the requirement of the society. However, in the entire society, all the individuals are having diverse need and requirements. For instance, people having the need of two-storey building will be the need of the society but in the same society, various peoples are having demand for single-storey, two-storey and other types of buildings. References Banks, S., 2012.Ethical issues in youth work. Routledge. Berzlanovich, A.M., Schpfer, J. and Keil, W., 2012. Deaths due to physical restraint.Deutsches rzteblatt International,109(3), p.27. Burton, J.P., Hoobler, J.M. and Scheuer, M.L., 2012. Supervisor workplace stress and abusive supervision: The buffering effect of exercise.Journal of Business and Psychology,27(3), pp.271-279. Dolgoff, R., Harrington, D. and Loewenberg, F.M., 2012.Brooks/Cole Empowerment Series: Ethical Decisions for Social Work Practice. Cengage Learning. Gutman, L.M. and Schoon, I., 2013. The impact of non-cognitive skills on outcomes for young people.Education Empowerment Foundations, London. Healy, K., 2014.Social work theories in context: Creating frameworks for practice. Palgrave Macmillan. Jehanzeb, K. and Bashir, N.A., 2013. Training and development program and its benefits to employee and organization: A conceptual study.European Journal of business and management,5(2). Leathers, D.G. and Eaves, M., 2015.Successful nonverbal communication: Principles and applications. Ortlieb, R. and Sieben, B., 2012. How to safeguard critical resources of professional and managerial staff: Exploration of a taxonomy of resource retention strategies.The international journal of human resource management,23(8), pp.1688-1704. Padgett, D.K., 2016.Qualitative methods in social work research(Vol. 36). Sage Publications. Payne, M., 2015.Modern social work theory. Oxford University Press. Rubin, A. and Babbie, E.R., 2016.Empowerment series: Research methods for social work. Cengage Learning. Shockley-Zalabak, P., 2014.Fundamentals of organizational communication. Pearson. Sue, D.W., Rasheed, M.N. and Rasheed, J.M., 2015.Multicultural social work practice: A competency-based approach to diversity and social justice. John Wiley Sons. Thompson, N., 2015.Understanding social work: Preparing for practice. Palgrave Macmillan. Turner, F.J., 2017.Social work treatment: Interlocking theoretical approaches. Oxford University Press. Wood, S., Van Veldhoven, M., Croon, M. and de Menezes, L.M., 2012. Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being.Human relations,65(4), pp.419-445.

Leadership and its impact on motivation and performance Essay Example

Leadership and its impact on motivation and performance Essay Introduction There is no ideal definition of leadership. 221 explanations were provided by Bass (2008): he highlighted the fact that any single definition would lack certain features (Van Wart, 2013). In this paper we consider the following interpretations. The first definition states that leadership is interpersonal influence that is used for directing others in order to achieve certain goals (Guetzkow, 1961). Hence, effectiveness of a leader can be measured by the level of his followers performance and motivation to work. Leadership can often be confused with management and administration: owever, it is evident that not every administrator (manager) is a leader and vice versa. Leadership is about power, i. e. eagerness of the followers to follow, whilst administration and management about authority vested in a persons position. What is more, management as well as administration is considered in this paper as maintenance activity, whereas leadership mostly deals with change. Leaders are people who shape the goals, motivations, and actions of others. Frequently they initiate change to reach existing and new goals Managing is maintaining efficiently and effectively current organizational arrangements. While managing well often exhibits leadership skills, the overall function is toward maintenance rather than change (Bush, 2008). To sum up, orientation on change and informal power are distinctive features of leadership the authors of the paper base their further analysis on. Theoretical concepts Nowadays there are several theories and models produced by a lot of studies, which analyze leadership from different sides such as personal qualities and leadership styles. We will write a custom essay sample on Leadership and its impact on motivation and performance specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Leadership and its impact on motivation and performance specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Leadership and its impact on motivation and performance specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The major theoretical concepts can be summarized into 3 groups: trait-based models, situational/contingency models and functional leadership models. Trait- based models The trait-based theory implies that a person can only be a leader if he or she is born with a special gift, i. e. special characteristics or traits without which a leader would not be able to perform managerial functions effectively. The topic was very popular in the first half of the twentieth century. The researchers tried to find correlation between innate traits and leadership criteria, but the results were inconsistent and unclear. Mann in 1959 concentrated his study on seven personality characteristics: intelligence, adjustment, extraversion, dominance, masculinity, conservatism, and ensitivity (Zaccaro et al, 1991). However the study made by Mann was not successful because he found that no trait had a median correlation higher than . 25 with leadership criteria (Zaccaro et al, 1991). The more fruitful research was made by Digman in 1990, who found a positive correlation between personality and leadership. Digman evaluated the leader by the following personality parameters: neuroticism, extraversion, openness to experience, agreeableness, and conscientiousness (Colbert et al, 2012). However this study still did not answer some questions concerning the relation between leadership and personality. Behavioral models This models focus on the way leaders behave with subordinates. Compared to the previous model, the emphasis was shifted from the leaders personality to leadership itself. The model was elaborated by Blake and Mouton (1964) in The managerial grid, and was aimed at improving interpersonal effectiveness and development of leadership skills (Alvares et al. , 1976). The model implies that a leaders success is generally based on the concern for production and the concern for people: the combination of both features is the optimal strategy for leadership accomplishment, hich makes subordinates more motivated with their tasks; feel important to the company; clearly understand the goals; achieve the high level of performance. (Alvares et al. 1976) Situational/contingency models In contrast to trait-based model, situational/contingency approaches presume that there is no ideal leadership style and that the most effective style depends on the situation, employees attitudes, conditions of work, etc. Leadership style may and should adjust to changes in the situation and only that way it would be effective. In other words, leader has to be flexible. This model enco mpasses the following pproaches to leadership. Three styles model Kurt Lewin (1890-1897) is told to be the leading psychologist of his generation (Burnes et al. 2013). Lewin introduced the so-called field theory, which states that individuals behavior depends on the environment, field. He found that three styles prevail in leadership behavior: democratic, authoritarian and laissez- faire style. Authoritarian style is about giving specific tasks and providing employees with direct instructions about how and when they should work, all decisions are made by the leader himself. Democratic style implies that a leader directs the rocess less, rather participating in it, helping subordinates to solve the problem and motivating them. Laissez-faire leadership is considered to be the most ineffective. The essence of this style is that a leader neither participates in team work, nor encourages employees. Followers are free to choose their own policies and methods, which is supposed to increase their creativity. The results of his studies show that democratic group performs best, stimulating creativity from the members and positively affecting productivity. However, the group with authoritarian style is a bit ore productive, but less creative and, what is important, fewer subordinates are satisfied with their Job. As for laissez-faire group, it is not effective: practically no creativity, poor performance and little satisfaction are observed. Summarizing Kurt Lewins findings we may build a table (App. 1) of three styles and its effects on motivation and performance 00b satisfaction is included, though it is out of our analysis scope). However Kurts theory was criticized for too narrow approach to leadership styles that ignore various shades between authoritarian and democratic behavior. Leadership continuum model That is why Tannenbaum and Schmidt offered their Leadership continuum model. The authors concentrated on the problem of combining democratic and authoritative style taking advantage of both approaches. (Tannenbaum et al. , 1973) Tannenbaum and Schmidt introduced the so-called continuum of styles, where styles have different variations from authoritarian to democratic, and can be used by a person in different situations (App. 2). An important benchmark is circled with red color: from here to the right a manager makes decisions only after consulting with the employees. The authors also mentioned that apart from choosing an appropriate eadership style it is extremely important that your employees understand the rules of the game, i. e. the style youVe chosen. Pretending to listen to employees opinion while in fact making decisions on your own not only spoils the relationships between an employer and his or her workers but decreases performance and motivation. Fiedlers contingency model Fiedlers contingency model (1964) presumes that performance of groups is contingent upon the interaction of leadership styles and the favorability of the situation for the leader. Mitchell et al. , 1970) Fiedler proposes that leaders can be ivided into two categories task-oriented and human-oriented. Effectiveness of the two categories of leadership depends on the task structure and the leaders position power. For example, task-oriented leaders are more effective in either very easy or very difficult (unstructured) situations. Human-oriented leaders perform best in m edium difficulty situations. Path-goal theory The theory was elaborated by Georgopoulos et al. (1957) and House. The model pays particular attention to the subordinates expectations. House, 1971) It states that management is responsible of setting clear goals, clarifying paths for achieving oals, implementing reward systems based on achieving higher performance (Mulki et al. , 2009). House devised 4 leadership styles depending on the type of work, followers characteristics and their expectations: directive, supportive, participative and achievement oriented. 1) Directive style (in case of unstructured, but interesting tasks and inexperienced followers) clear explanation and guidance on what employees should do. ) Supportive style (when tasks are simple, group cohesion is poor, but workers are experienced) leader should improve the working atmosphere and support the workers. ) Participative style (unstructured and complex tasks, experienced workers) leader should consult followers and listen to their opinions. 4) Achievement-oriented style (Unstructured, complex tasks, experienced workers, who think they lack power to accomplish task) leader should motivate and encourage followers. Situational model The authors of the situational model (Hersey, Blanchard, 1969) presume that one should choose leadership style only after he/she assessed the employees readiness to perform a specific task and adapt leadership styles to changing environment. (Butler et al. 1991) Situational Leadership Theory focuses on two aspects: (1) competence and (2) confidence and commitment. These two may be high or low (App. 3), and leader should make emphasis on either task or relationship aspect depending on the situation. Four frame model The last model in this group is Bolman and Deals four frame model. The researchers introduced four frames which leaders should pay attention to in different circumstances. These are structural, human resource, political and symbolic. Structural frame focuses on setting the goals, clarifying tasks and responsibilities. Human resource frame concentrates on peoples needs, their motivation and interests. Political frame is about resolving conflicts that arise in the organization. Symbolic frame deals with the sense of common goal, teambuilding and inspiration. A leader should be able to identify the main problems an organization faces and after to choose one or several frames to focus on, changing them after accomplishment of the goal. Otherwise it negatively impacts employees performance and motivation. Transactional and transformational leadership theory Transactional style is characterized by providing directions and guidelines, focusing n Job completion. Such leader defines group activities, describes the role each member is expected to assume and sets clear goals; clarifies the link between achievement and reward. Motivation is limited to formal procedures: bonuses and sanctions. Transformational leadership is guidance through individualized consideration, intellectual stimulation, inspirational, and idealized influence. (Choudhary et al. , 2013) Leaders of this style want employees to share common values and orient them towards the companys goals, create environment of psychological support and friendliness; incorporates employees suggestions into the ecision-making process and, thus, influence Job satisfaction and commitment. (Mulki et al. 2009) There are a lot of different opinions concerning which leadership style is more effective and if a person can display different styles. Some scientists have described transformational and transactional leadership styles as two competing approaches to motivating followers or employees: a person can perform either transformational leadership or transactional one, but not the both styles. Other researchers have a different opinion, assuming that these s tyles are not competing ones, but complementary to each other. Bass et al. 1993) Despite the fact that it is often supposed that outstanding leaders perform both transformational and transactional styles, it seems that transformational leadership can be more effective in a lot of cases. Previous researchers have discovered the evidence of a strong positive correlation between the application of transformational leadership style and the performance of working teams, presidential administrations and business units. (Cameron et al. , 2011) Functional leadership models There are also functional leadership models based on functions a leader must be ble to carry out. Morgeson et al. , 2010) One of the approaches proposes to divide the leadership functions into two phases or stages: transitional and actional phase. The transition phase is a period of time when teams focus on activities related to structuring the team, planning the teams work, and evaluating the teams performance. (Morgeson et al. , 2010) Actional phase is consequently the portion of the teams performance cycle when the team is focused on activities that directly contribute to accomplishing its goals. Morgeson et al. , 2010) (App. 4) Both phases re crucial for establishing cooperation within the team and, thus, high level of overall performance. An effective leader should define the phase of companys development and act accordingly. John Adairs Action-centered Leadership model. John Adair introduced the three circles diagram, which illustrates three main tasks of a leader (App. 5). 1. Task circle means the need to solve the problem and achieve particular result; 2. Team circle means that leader must create the working atmosphere, where employees will perceive the goals as our; teambuilding; 3. Individual caring about every worker of the team, trying to satisfy his/her needs. Leadership is effective only when all three functions are combined (the intersection of the circles). Changing salespeoples performance through leadership The problem Salespeople often work under direct supervision and are under high pressure to produce results: the management style has a strong impact on their performance. Leaders set an example of appropriate conduct. The study was conducted in a North American subsidiary of an international pharmaceutical company X to analyze the issue (Mulki et al. , 2009). The problem of the company was unethical behavior of salesmen with clients physicians: 50% lie on sales calls, every third makes nrealistic promises, every fifth imposes products on customers the latter do not need and bribe physicians to get them prescribed to a particular brand of drugs the behavior which was tacitly approved by senior management as long as sales goals were achieved. The revealed facts of inappropriate behavior ultimately led to the decline in the overall trust to the company X and the undermined reputation of pharmaceutical companies in general. The challenge Establishment of new company-wide ethical standards is a complicated issue, but existence of such standards is essential for controlling for the overall employees erformance, especially nowadays, when firms shift from a traditional office with opportunities of direct supervision to field offices, where employees are more independent in their actions. The industry trade association, PhRMA, issued voluntary industry guidelines for salespeople, which regulate the interaction of salespersons with physicians, directed to 90 large pharmaceutical companies of the U. S. The guidelines were rather strict, and required a strong commitment from senior management to be complied with. To face the challenge, it was decided to implement the path-goal theory and to use the features of leadership style of management tarting from the senior positions of the company. The aim was essentially to change the companys ethical standards, incorporating compliance with ethical rules and policies into the salespeoples system of values. Methodology The survey was conducted to identify leadership styles present in the organization and their impact on Job satisfaction and performance of employees. The employees were asked to measure leadership styles of management with the following 13 items, 9 of which represent considerate leadership, and 4 represent instrumental leadership (App. 6). The employees were also asked to estimate their satisfaction with upervisor, Job satisfaction, their efforts and Job performance. Results of the analysis showed that over 72% of the variance is explained by two factors instructional leadership and transformational leadership styles of management. Another random survey of salespeople was conducted 1 year later after the start of the transition to check for the impact of the new rules and standards on employees Job satisfaction, efforts and Job performance, as well as to reveal some of their considerations about relationships with clients. Results While transformational leadership plays a role in establishing good relationships etween management and subordinates and has a significant influence on the employees satisfaction with the supervisor, the analysis of implementation of the model to the company X showed that transactional leadership is more successful in setting corporate standards. It plays the crucial role in this process: a directive leader prescribes the space within which there is still room for decision-making, but the lines which an employee should not cross are clear: this is particularly important for salespeople as they should know that compliance with ethical rules and policies prevails over getting a substantial contract. It is also evident that establishment of these guidelines should not necessarily be the result of a consensus between all the employees, when everybodys views are taken into consideration. Clarity and established boundaries motivate the salesman to be creative in meeting customers needs without feeling uncertainty and vulnerability from the point of view of refusing to comply with the firms standards and management disapproval: it enhances subordinates trust in management and significantly reduces stress. What is more, customers are more open to new ideas and suggestions from an ethical organization, hich standards are high and clear. The trust, freedom and flexibility enable salespeople to be client oriented and increases the amount of effort employees put in their activities. This, in turn, creates a sense of Job accomplishment (Mulki et al. , 2009) and essentially improves the overall performance. To sum up, the new company-wide standards established in the company X with the help of the path-goal leadership theory and based on the difference between the two styles of leadership, increased the employees performance level significantly, improved the client- salesman long-term relationships and brightened the overall image of harmaceutical industry. Supplier integration in the automotive industry: the impact of buyer-side leadership on motivation among suppliers The problem Due to the shortage of RD capabilities and basic management skills, domestic suppliers of Chinese automotive industry are not well-developed. As a consequence, the majority of key components are manufactured and imported from other suppliers with operations in China. However, the foreign suppliers try to integrate as many domestic suppliers as possible because of local production requirements and the specifics of an automotive industry: it is a networked field where it is almost mpossible for an individual firm to possess all the necessary expertise to produce complex machinery. Supplier integration is a complex issue that requires the understanding of the situation from different perspectives. In our case the problem of creating trust and commitment between buyers and suppliers is analyzed, and how changes of Chinese automotive suppliers mindset, competences and motivation to collaborate can be stimulated (Lockstrom et al. , 2010). Here the Hersey and Blanchards situational leadership model can be implemented as it takes into account the environment where a manager operates. Methodology In order to collect the data, the number of semi-structured face-to-face voice- recorded 2-hours interviews was conducted with 30 purchasing, quality and general managers from automotive companies, which were then transcribed. The reliability of the study was further ensured by a detailed case protocol enabling systematic data collection. A detailed script was sent to every participant during a week after the interview for review. This way a high level of dependability and reliability was achieved by researchers. Results Several assumptions can be made about the managers in the industry: first, they ave a positive attitude towards their work in general. Second, they are sure that they influence their suppliers and make them follow. Third, the managers demonstrated positive attitude towards combination of operational work and strategic planning. The study showed that in 23/30 cases (76%) cooperative/transformational leadership style prevailed in their behavior, while assertive/transactional leadership style was used in 27% of cases, and 6% choose empowering style. 27% of respondents tend to change their management style depending on the situation, using the situational eadership model to motivate a supplier when he or she does not live up to a managers expectations. As one of the managers put it, you need a carrot to motivate and a stick to implement (Lockstrom et al. , 2010). The first managerial challenge is to stimulate collaborative efforts of suppliers in order to drive supply chain performance, such as cost reduction, quality assurance, delivery reliability etc. (Lockstrom et al. , 2010). The managers actively worked on a personal level to convince suppliers to adopt the formers values and beliefs, persuading them to invest in technologies and innovations. Thus, transformational leadership is perceived to influence the suppliers mindset and commitment, motivate the latter to adapt and collaborate. However, the difficulty in managing production and delivery performance was highlighted. Despite the willingness to learn and to improve the activity (8 cases), the lack of targets and action plans as well as unstable feedback channels led to worsening of the results. That was one of the reasons why reactive attitude and hierarchical communication are met in 40 and 37% cases, respectively, although the value of personal relationships is high (57%). It was found that in most of the cases concerning production issues the buyer side took the initiative and responsibility for involving domestic suppliers in product development activities. Domestic suppliers tend to be rather reactive than proactive. Thus, the level of innovations initiated by domestic suppliers is very low. In terms of strategic planning, which includes capacity, demand or product planning, as well as sharing new ideas and setting long- term goals, only 30% of companies shared ideas with domestic suppliers, 13 firms involved domestic suppliers in capacity planning, 8 in demand planning and 9 firms lanned everything collaboratively sharing financial information with domestic suppliers (Lockstrom et al. , 2010). The time of conducting business also matters: among 8 firms which communicated strategic goals, 6 worked with suppliers for more than 10 years. The respondents of these firms stated the satisfactory level of trust and commitment. Still, it was evident that the perceived stronger supply chain partner [foreign in this case] usually dictates the activities (Lockstrom et al. , 2010). Overall, we can see the cooperative leadership style prevails in the majority of cases oncerning personal buyer-supplier relationships: the relationships with Chinese suppliers are built gradually, and the levels of trust and motivation do not heavily rely on contracts. Still, it is acknowledged by managers that it is extremely hard to motivate the person and ensure high performance level with cooperation and coaching only. The clear goals should be set and action plans elaborated, which require assertiveness of the leader, to push the supplier in the preferable direction: the supplier only learns when it hurts (Lockstrom et al. , 2010). Conclusion Overall, considering all the different leadership approaches, models and theories, it can be concluded that there is no single most efficient leadership style in terms of motivation and performance. Different leadership styles should be used depending on situation. For instance, when there is little time to make a decision and where a leader has significantly more experience or expertise than the rest of the team, the transactional leadership style would be more effective, while in a motivated group with a higher level of expertise, the transformational style should be more efficient. The chosen style should be the one that most effectively achieves the goals of the group while considering the interests of its members. Therefore, leadership style mostly depends on circumstances, time of execution and personal and professional characteristics of a leader and team members. Reference list 1. 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Available from: Business Source Complete, Ipswich, MA (Accessed November 13, 2013) 21. The Managerial Grid as a Predictor of Conflict Resolution Method and Managerial Effectiveness / Bernardin, H. John; Alvares, Kenneth M. // Administrative Science Quarterly Mar1976 Vol. 21 Issue 1 pp. 84-92. 22. Transformational le adership and organizational culture/ B. M. Bass, B. J. Avolio, // Public Administration: An International Quarterly 1993. vol. 17 pp. 112-121. Appendix Appendix 1 Kurt Lewins Three styles model Authoritarian Democratic Laissez-faire Motivation Less High Lowest Performance Highest High Low Satisfaction Less satisfied Satisfied Not satisfied Source: Kurt Lewins Field Theory: A Review and Re-evaluation / Burnes B. , Cooke B. // International Journal of Management Reviews Vol. 1 5(2013) pp. 408-425 Appendix 2 Continuum of leadership behavior Source: How to choose a leadership pattern / Tannenbaum R. and Schmidt W. H. // Harward Business Review May-June 1973 pp. 162-180 Available from: Business Source Complete, Ipswich, MA. Accessed November 13, 2013 Appendix 3 Situational Leadership Theory Task emphasis Relationship emphasis Low competence, low confidence and commitment High (instructions, directions) Low disregard of emotions) Low competence, high confidence and commitment High (instructions, persuasion) High (encouragement, incentive) High competence, low confidence and commitment Low (consultation) High (involving, teamwork) High competence, high confidence and commitment Low (consultation, delegating responsibility) Low (trust, empowerment) Source: A Preliminary Investigation of the Applicability of Situational Leadership In Other Cultures / Ramkisson A. / International Journal Of Business Strategy [serial online]. March 2013 Vol. 13(1) P. 43-48. Available from: Business Source Complete, Ipswich, MA. Accessed November 13, 2013. Appendix 4 Main leadership functions according to the functional leadership model Transitional phase (Stage 1) Action phase (Stage 2) Compose team Monitor team Define mission Manage team boundaries Establish expectations and goals Challenge team Structure and plan Perform team task Train and develop team Solve problems Sensemaking Provide resources Provide feedback Encourage team self-management and support social climate Source: Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes. / Morgeson F, DeRue D, Karam E. // Journal Of Management [serial online]. January 2010;36(1):5-39. ) Appendix 5 John Adairs Action-centered Leadership model Source: Action-centered Leadership (Second Printing) (Book). // Personnel Psychology [serial online]. September 1980;33(3):674-675. Available from: Business Source Complete, Ipswich, MA. Accessed November 13, 2013. Appendix 6 Scale of leadership styles used for subordinates assessment. Source: Critical Role of Leadership on Ethical Climate and Salesperson Behaviors / Mulki, Jay P. , Jaramillo J. F. , Locander W. B. // Journal of Business Ethics Vol. 86, No. 2 (May, 2009)- pp. 125-141