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The situation, task, action, result (STAR) format is a technique [1] used by interviewers to gather all the relevant information about a specific capability that the job requires. [ citation needed ] Situation : The interviewer wants you to present a recent challenging situation in which you found yourself.
The situation awareness of the team as a whole, therefore, is dependent upon both a high level of SA among individual team members for the aspects of the situation necessary for their job; and a high level of shared SA between team members, providing an accurate common operating picture of those aspects of the situation common to the needs of ...
When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation." Fiedler found that low-LPC leaders are more effective in extremely favourable or unfavourable situations, whereas high-LPC leaders perform best in situations with intermediate favourability.
No one style is appropriate for all situations. Leaders may use a different style in each situation, even when working with the same team, followers or employees. Most models use two dimensions on which leaders can adapt their style: "Task Behavior": Whether the leader is giving more direction or giving more autonomy.
In this situation, the agreeableness trait might be activated by the tasks and the organization cues, but even individuals lower on agreeableness will likely help others. In contrast, a weak situation could involve a new employee joining a workgroup where no expectations regarding how people work together have been set.
A tactic is a conceptual action or short series of actions with the aim of achieving a short-term goal. This action can be implemented as one or more specific tasks. The term is commonly used in business, by protest groups, in military, espionage, and law enforcement contexts, as well as in chess, sports or other competitive activities.
This model contains the relationship between leadership style and the favorable-ness of the situation. Fielder developed a metric to measure a leader's style called the Least Preferred Co-worker. [6] The test consists of 16-22 items they are to rate on a scale of one to eight as they think of a co-worker they had the most difficulty working with.
Laboratory-based studies of multi-tasking indicate that one motivation for switching between tasks is to increase the time spent on the task that produces the most reward (Payne, Duggan & Neth, 2007). This reward could be progress towards an overall task goal, or it could simply be the opportunity to pursue a more interesting or fun activity.