three pagesFor this assignment you will be applying the concepts of the Johari Window and Transactional Analysis to some specific scenarios that you might face if you were a leadership development coa

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*************** *** **** ** ********** ** ******** *** ***** ***** Stewart * ***** ****** V ******** ****** A new ************ to ************* ******** ***** ** *** employee ******** by apologizing and ****** ** ***** ****** again *** ******** ** ** the *************** ego state *** *** result is * ************* transaction In this ******** the ********** uses ** intimidating **** ** **** *** ******** feel like she *** done ********* ***** is ***** ** can ** inference **** *** ********** *** ** the employee ** this ******** *** *** ***** * ********** **** ******* *** ********** ******* ** uses the **** ******** ***** *** *** ***** **** *** colleagues in *** same **** *** **** **** reporting to the *** **** *** the ********** *** *** ***** *** ******** ** ********** **** ********* ******* * & Joines * ******** ****** A *** ************ to ************* ******** Vann) It *** ** said **** **** **** **** *** ******** *** *** ***** *** ***** to *** ****** ************ ***** *** way ** ************ the ********** by quoting ********* ***** she had noted **** *** ****** ********** **** *** ******* up *** the **** early ******* the fact **** *** supervisor *** *** take note of **** *** ****** ** *** transactional analysis ******* **** ** *** one ** *** complementary transactions2 ** *** ****** ******** ** *** ** **** **** *** ******* ***** relationship *** ******* **** ***** resulted **** the ************* nature ** *********** *** ********** ** laying ********** *** performance ** *** employee ** *** plays *** role of * ****** ***** *** employee **** ********* *** *********** ***** ** the ****** he *** with the ********** ******* ******* *** ** * ***** *** supervisor ***** the ******** *** areas that *** *** *** ******* **** ** *** other **** the ******** ***** * ********** ***** chips ** *** ******* the ********** ** brief *** ** what ** ***** to **** *** areas **** **** *** ********* ** ** improved **** this complementary ****** ** *********** ** *** be ********* 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**** **** ***** ***** **** *** *** ******* ****** ** per *** ***** **** **** been allocated ** **** *** supervisors *** *** ************ ** well ****** ** *** following according ** *** specifications ** *** Johari ******* **** ****** ***** an atmosphere of trust ******* ********** Through ******** ** **** ** ********** *** subordinates will ** **** ** **** confidence ** whatever their *********** tell them ** ** They **** as **** be comfortable with *** nature ** ******* ** ***** of performance *** *********** **** accord **** They **** **** * keen **** ** **** ** ******** ** them· ****** **** * vertical feedback ********* is ** ***** The ************ ****** not only ** *** *** ** ** ***** feedback ** *** supervisors based on ***** *********** ** **** **** ** ******** ** them *** also * ****** ****** be ** ***** ******* *** ********** *** **** get some ******** from the ************ ** ****** *** ***** ** *** are they from realizing *** ***** **** **** **** *** ****** **** to achieve This ******* **** ensure **** any mistakes **** ** each ** *** parties ** corrected ** advance and ******* possibilities ** *** ******** ******* ** ****** shall ** ************ ******* *** corrective actions ***** based on *** ******** ** ********* whether they are ** line **** *** ********** **** ****** ** ******* ******* this *** ******** ******** **** ** ********** ******* *** ************ *** *** ********************** **** * & Ingham * ****** *** ****** windowHuman Relations ******** ***** ****** * ****** * Abolins * ******* * * **** * ***** * L ***** ******* * ****** Observation of the *** ***** ******* * ***** Joines * (1987)TA ****** * *** ************ ** ************* analysis Vann ******* ***** * ****** ************* ******** ** ************** * ********** ********** *** ****** **********


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