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  2. Situational strength - Wikipedia

    en.wikipedia.org/wiki/Situational_strength

    They found that situational strength had to be the mediator between the two. An example they provided is that an employer would use situational strength to understand that the more satisfied an employee is the better their performance is, and the opposite the less satisfied an employee is the worse their performance is.

  3. Vroom–Yetton decision model - Wikipedia

    en.wikipedia.org/wiki/Vroom–Yetton_decision_model

    The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.

  4. Fiedler contingency model - Wikipedia

    en.wikipedia.org/wiki/Fiedler_contingency_model

    A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.

  5. Situation awareness - Wikipedia

    en.wikipedia.org/wiki/Situation_awareness

    Situational awareness or situation awareness (SA) is the understanding of an environment, its elements, and how it changes with respect to time or other factors. Situational awareness is important for effective decision making in many environments.

  6. Situational leadership theory - Wikipedia

    en.wikipedia.org/wiki/Situational_leadership_theory

    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:

  7. New study: Mental health problems are the most common ... - AOL

    www.aol.com/finance/study-mental-health-problems...

    The study found that 1 in 10 workers experience mental health issues related to their jobs and those issues are more common than other kinds of workplace injuries. For example: mental health ...

  8. Organizational conflict - Wikipedia

    en.wikipedia.org/wiki/Organizational_conflict

    Unresolved conflict in the workplace has been linked to miscommunication resulting from confusion or refusal to cooperate, quality problems, missed deadlines or delays, increased stress among employees, reduced creative collaboration and team problem solving, disruption to work flow, knowledge sabotage, [17] [18] decreased customer satisfaction ...

  9. Workplace mental health issues worsening, national ... - AOL

    www.aol.com/news/workplace-mental-health-issues...

    The workplace itself often exacerbates mental health struggles. The report reveals that 57% of employees have experienced emotional distance, isolation, or hopelessness as a result of their work.