Assuming that these leadership behaviors are appropriate at all levels of organizations, do you use these behaviors in your work with others? Subordinates? If so, how are they effective in producing results? If not, could they be added to your personal repertoire of leadership behaviors?

Considering my Boss presently their supportive attitude contribute more efficiently to our work environment and output. Spending some time with to know us better , find out our interest, recreational activities, and most especially family is a great thing that build more commitment.

When you know that someone cares about your feelings and, always show concern about your personal issue and ready to assist then, you'll be rest assure and concentrate on your work. 
When mistakes occur, they already have words that will encourage you that you can do better and will provide factual information that will help, or refer the person to a professional who will assists.
When necessary, relevant training will be set up to retrain the personnel. I am not in leadership role now but our text make more meaning of what I see everyday at work.

Now, I understand more benefits of supportive leadership because I've benefited much from it and help my attitude to work and work environment. Even when something go wrong you are not afraid to report, because your report will give you a better understanding of the incident rather than punishment.

The fact that supporting behavior increase subordinate self-confidence and reduce the amount of stress in the job cannot be undermine. When you're happy with what you are doing then you will not feel stressed.

Reference: Burke, Wier, & duncan, 1976; Kaplan & Cowen, 1981. Yukl.

Take the opportunity to reflect on and react to the weekly reading material in Chapter 3 of Yukl’s text: Specific Relations Behaviors (p. 76).

Assuming that these leadership behaviors are appropriate at all levels of organizations, do you use these behaviors in your work with others? Subordinates? If so, how are they effective in producing results? If not, could they be added to your personal repertoire of leadership behaviors?

In my present job I do not have a leadership role but in previous one where I had the privilege of supervising a project from scratch to completion, monitoring operation is effective in producing results, it provides much of the information needed for planning and problem solving which is why it is so important for managerial effectiveness (Meredith & Mantel, 1985). More frequent monitoring is desirable when subordinates are inexperienced and insecure, when mistakes have serious consequences, when the tasks of subordinates are highly interdependent and require close coordination, and when disruptions in the workflow are likely from equipment breakdowns, accidents, materials,shortages, personal shortages, and so forth(Yukl). 

It is very useful idea comparing actual expenditures to budgeted amount to identify any discrepancies. Progress review meetings provide an opportunity to review and discuss a subordinate's progress in a project or assignment. Walking around to observe operations and talk to employees is especially useful for middle managers and top executives who tends to become isolated from day-to-day operations. All these points from our text are eminent and confirm to be true.

A511.1.5.RB-Leadership Analysis

Leadership Analysis

From our study text, the research work has pointed out that the words; leadership and management are interwoven and very difficult to differentiate.With this in mind, I want to submit that it is impossible to lead without managing but you can manage without displaying sense of an effective leadership.

Managers are concerned about how things get done, and they try to get people to perform better so that their boss will notice that they are hardworking and praise them. Leaders are concerned with what things means to people, and they try to get people to agree about the most important things to be done. Bennis and Nanus (1985, p. 21) added that,"managers are the people who do things right, and leaders are people who do the right things.
These two ways of constructing the same two words means different things. When you do things right means you have been instructed or ordered by someone on what need to be done and mode of doing it, in most cases you limited in making adjustment. Whereas, doing the right things shows that you know what you're doing and have the capacity and authority to do it.

Leaders want to carry the followers along, make them contribute and value their opinion to make them feel among but, manager want things done no matter how just to follow order as assigned.
Kotter (1990) proposed that managing seeks to produce predictability and order, whereas leading seeks to produce organizational change.

Leadership is an important role requirement for managers and a major reason why managerial jobs exist.
As Mintzberg (1973) put it out in leader role that, a number of managerial activities are expressly concerned with the leader role, including hiring, training, directing, praising, criticizing, promoting, and dismissing. However, the leader role pervades all managerial activities, even those with some other basic purpose. With this, we can see all managerial role in leadership but not all leadership role can be found in some manager. This implies that situation is a determinant in why a manager lead effectively. Based on stewart's research, three factors were found to be important for comparing managerial jobs with respect to behavioral requirements.

Pattern of relationships. The demands made on a manager by superiors, subordinates, peers, and persons outside the organization influence how the manager's time is spent and how much skill is needed to fulfill role requirements.

Work pattern. Pattern of role requirements and demands affected managerial behavior, and somewhat different patterns of behavior were associated with different types of managerial job. A person who spends a long time in one position may grow accustomed to acting in a particular way and will find it difficult to adjust to another managerial position with different behavioral requirements.

Exposure.There is more "exposure" when decisions and actions have important, highly visible consequences for the organization, and mistakes or poor judgement can result in loss of resources, disruption of operations, and risk to human health and life.

In all, for a manger to be effective leader there should be a sense of keeping people informed about progress in efforts to deal with a serious crisis.   

A511.1.4.GA - Leadership and Management Video

Think about a leader who has inspired you. Was the person inspiring as an individual, or did you respond more to the cause to which the person enlisted you?

My commanding officer in my current job has really inspired me in his role as a leader.
Comparing him to all that I had experience in the past, the way he manage his role as a leader to me deserve emulation. He is inspiring us as an individual.

With my own evaluation he posses what Mintzberg referred to as managerial role of an effective leader.Those that I was a witness because of the gap in chain of command that limit my observation, are his decision-making, monitoring roles, and liaison role. 

The kind of care and concern he display in time of crises or in personal issue of subordinates even when not directly reporting to him. This shows his understanding of disturbance handler role.
He often conduct personnel's view for better way to perform and seek information from variety of sources. Studying our text now make me understand his monitoring ability as a leader to recon with.
When he discovered a problem, his way of handling it by allocating role or task to the officers that work directly with him proof his ability to disseminate roles.

Studying his informal interaction with subordinates attest to what Kotter illustrates that, managers use a variety of influence techniques during their daily interactions with other people to mobilize support and shape events.