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Kellerman, Barbara (2004) Bad Leadership: What It Is, How It Happens, Why It Matters Boston, Massachusetts: Harvard Business Review Press. ISBN 9781591391661 Lipman-Blumen, Jean (2006) The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians—and How We Can Survive Them Oxford University Press.
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [ 1 ] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [ 2 ] (Den Hartog & Koopman, 2001).
Ineffective leadership is the top worry for U.S. HR and risk executives this year, according to a new report from Mercer, an HR consulting firm.
Research suggests that this leadership style can reduce job satisfaction and engagement, making employees feel less connected to the organization and more likely to leave. While it may effectively achieve short-term goals, the lack of collaboration can create a workplace environment where employees feel undervalued or overly controlled.
Hiring someone who is more relation-oriented will help rebuild those the poor current leader–member relations. [11] Task-oriented leadership would be advisable in a natural disaster, like a flood or fire. In an uncertain situation the leader–member relations are usually poor, the task is unstructured, and the position power is weak.
Implicit leadership theory (ILT) is a cognitive theory of leadership developed by Robert Lord and colleagues. [1] It is based on the idea that individuals create cognitive representations of the world, and use these preconceived notions to interpret their surroundings and control their behaviors . [ 2 ]
[47] [48] Additionally, trait leadership's focus on a small set of personality traits and neglect of more malleable traits such as social skills and problem solving skills has received considerable criticism. Lastly, trait leadership often fails to consider the integration of multiple traits when studying the effects of traits on leader ...
The nation in which leadership takes place may also affect men’s and women’s leadership behaviors, although the effect of nationality has been stronger than the effect of gender in multiple studies. [131] [132] Scholars acknowledge more research is needed on cross-cultural leadership. [120] [119] [133]