Social program description

 

Explain a chosen social problem. In your description, include:
Ideological or value parameters.
Origins, causes, and consequences of problem.
The specific groups or population impacted by the problem.
The impacts and their magnitudes.
The historical and judicial contexts of the problem.
Select a group that experiences the chosen social problem. This group can be distinguished by race, religion, socioeconomic status, gender orientation, or other characteristics.
Describe a program or policy designed to address the selected social problem. When selecting a program, choose a small program or internal policy that is manageable, and whose description and mission statement are concise enough to fit on one to two pages.
Include the following components in your description of the program: mission statement or goals, and objectives; eligibility rules; form of benefit; administration; service delivery; and financing.
Analyze interactions between these elements within the program itself.
Compare and contrast this program’s eligibility requirements with those of a similar program.
Explain at least one recommendation to improve the quality of the program you have selected.

Sample Solution

the authors of the study do not link directly this correlation with the team psychological safety, they posit that obtaining valid information for learning requires psychologically safe environments that discourage the usage of defensive routines (Amitay, Popper, & Lipshitz, 2005).
H1: Transformational leadership is positively related to psychological safety.
H2: Transactional leadership is negatively related to psychological safety.
In a study analysing more than 160 leader-follower dyads, Wang et al. (2005) found evidence suggesting that LMX mediates the relationship between transformational leadership and performance (more specifically, task performance and organisational citizenship behaviour). The study concluded that the behaviours of the transformational leadership are a social currency that nourishes a high-quality leader-member exchange; that transformational leadership enhances followers’ receptivity for role expansion and extra-role actions via processes of social and/or personal identification; and that leader-member exchange gives leadership a more personal meaning (Wang, Law, Hackett, Wang, & Chen, 2005). In a case-based analysis, Roussin (2008) found that dyadic leadership discovery – “leader joining in honest, revealing, and (potentially) trust- building conversations with individual team members” – was more effective in increasing team psychological safety and team performance (Roussin, 2008). In a study aimed at understanding whether LMX mediates the relationship between Research&Development team leadership and employees’ organisational commitment, Lee (2005) found that transactional leadership had no associations or negative associations with different dimensions of LMX (Lee, 2005). A subsequent study of the author established that transactional leadership is negatively influencing innovativeness due to the leader-member exchanges that it encourages (Lee, 2008).
H3: LMX partially mediates the relationship between transformational, respectively transactional, leadership on the one hand and psychological safety on the other hand.

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