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.