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benchmark_analysis_of_a_theoretical_framework_for_leadership_.docx(1) LDR-600 Analysis

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benchmark_analysis_of_a_theoretical_framework_for_leadership_.docx(1) LDR-600 Analysis of a Theoretical Framework for Leadership Colangelo College of Business, Grand Canyon University LDR-600 Lea... dership Styles and Developmemt Leadership varies by each leader by the different style each use. There is a range of leadership styles that is productive. The book, Extreme Ownership: How U.S Navy SEALs Lead and Win by Jocko Willink and Leif Babin explains the battles and struggles faced while learning about leadership skills. They learned leadership skills during the war and transitioned to lead a business, team, or family. Extreme Ownership: How U.S Navy SEALs Lead and Win demonstrates an adopted leadership as a vocation developed over time. The theoretical framework of the situational approach displays throughout the book." The situational approach stresses that leadership is composed of both a directive and a supportive dimension, and that each has to be applied appropriately in a given situation (Northouse, 2019)." Jocko and Leif had to make quick decisions and be assertive for their team. Both exemplified that one must be directive and supportive when they were in battle. The main focus of this book is taking ownership as a leader. It provides many examples of Jocko and Lief approached different situations. The first thing they mentioned is taking ownership as a leader, especially for failures. Many leaders like to put the blame elsewhere when they have failed. They show leaders how to own and embrace the mistakes or failures and grow fr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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