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Mandatory indirect benefits

Use the following link to access the article you will use to conduct an article critique.Beller, M. D. (2014, November 22). Mandated benefits, good or bad? At N.Y. hearing, reviews are mixed. Insurance Advocate, 125(19), 42–43. https://bi-gale-com.libraryresources.columbiasouthern.edu/global/article/GALE%7CA396766770/827931a84a08fd1d2ba809f1b558225a?u=oran95108After reading the article, compose your critique by addressing the items listed below.

Explain the main topic/question of the article.
Explain and identify mandatory indirect benefits addressed in the article.
Discuss factors to consider in determining how to offer and select benefits according to the article.
Take what you have learned from the unit and article and apply the concepts to your life by explaining whether you support mandatory indirect benefits and describing how they can affect you.

Sample Solution

There are other contingency theories that provide a more continuum based approach such as Redding’s theory of leadership and management, however Fielder’s description of how situational factors affect the leadership style required for the situation is extremely useful in understanding the fundamentals of leadership (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, expands on much of Fiedler’s theory but in a continuum based approach, in which the leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model
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