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The managerial grid model or managerial grid theory (1964) is a model, developed by Robert R. Blake and Jane Mouton, of leadership styles. [1]This model originally identified five different leadership styles based on the concern for people and the concern for production.
The principal executive decisions taken by the council as a whole are to appoint the leader, to approve the leader's budget, to adopt development plan documents, and to agree on the council's constitution. Beyond that, it may raise issues, urge the leader, cabinet, or cabinet members to take actions, or pass a vote of no confidence in the leader.
In Forsyth, the leadership substitute theory is defined as "a conceptual analysis of the factors that combine to reduce or eliminate the need for a leader." [1] A leader may find that behaviors focusing on nurturing interpersonal relationships, or coordinating tasks and initiating structure, are not required in every situation. A study by Kerr ...
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Situational Leadership is the idea that effective leaders adapt their style to each situation. 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:
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These categories measure how much interaction a person wants in the areas of socializing, leadership and responsibilities, and more intimate personal relations. FIRO-B was created, based on this theory, as a measurement instrument with scales that assess the behavioral aspects of the three dimensions.