HOW, IN THE END, SHOULD WE SEE THIS STORY OF NEW GUINEA, AND HOW (THROUGH IT) SHOULD WE SEE THE WORLD?

health & medical question and need an explanation and answer to help me learn.please respond to the following discussion post as a peer making a comment. From the behavioral perspective, how would you describe Mark’s leadership?From the behavioral perspective Mark, in my opinion started off very aggressive, “strictly a task-oriented leader” like a drill sergeant and didn’t seek input from his team. Mark’s leadership style started to become more task-based, as seen by his four-month analysis of the unexpectedly high cost of printing services after beginning his employment at the emergency clinic (Northouse, 2016). Mark’s military instructor style, in which he didn’t solicit contributions from subordinates and was strict with painters to work excellently while making sure the assignment was managed without errors, also demonstrated task-based behavior.How did his behavior change over time?Mark relaxed his style and was less demanding. He started delegating some responsibilities to two crew leaders who reported to him, but he made sure to communicate with each of the employees.In general, do you think he is more task oriented or more relationship oriented?Mark changed his “all task” mentality to a behavior focused on relationships. His followers now perceive Mark’s dedication to the business and group, which fosters connections based on mutual trust and respect. He has adopted a team management style. Later, Mark exhibits middle-of-the-road management, demonstrating appropriate task performance while sustaining the morale of his subordinates.What score do you think he would get on Blake and Mouton’s grid?A manager or leader’s task-centeredness against person-centeredness are plotted on the Blake Mouton Grid, which also identifies five various combinations of the two and the leadership styles they provide. For his behavior as a military instructor, Mark would first receive a 9,1 Authority-Compliance rating from the network and eventually reach a 9,9 Team-Executives rating. Finally, Mark’s score rose because he let his guard down and learned how to emphasize both the relationship and the task while also having high support and collaboration, requiring worker input, and keeping them focused on their work (Juneja, 2015).Reference:Northouse, P. G. (2016). Leadership Theory and Practice. Retrieved from https://www.gcumedia.com/digital-resources/sage/20…Juneja, P. (2015). Blake and Moutons Managerial Grid. Managementstudyguide.com. https://managementstudyguide.com/blake-mouton-managerial-grid.htm?

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