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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.
Task-oriented leaders focus on getting the necessary task, or series of tasks, in hand in order to achieve a goal. These leaders are typically less concerned with the idea of catering to employees and more concerned with finding the step-by-step solution required to meet specific goals.
The Functional theory of leadership emphasizes how an organization or task is being led rather than who has been formally assigned a leadership role. In the functional leadership model, leadership does not rest with one person but rests on a set of behaviors by the group that gets things done. Any group member can perform these behaviors so ...
Leadership development can build on the development of individuals (including followers) to become leaders. It also needs to focus on the interpersonal linkages in the team. Following the credo of people as an organization's most valuable resource, some organizations address the development of these resources (including leadership).
Leadership presence: The best leaders usually have something beyond their behavior – something distinctive that commands attention, wins people's trust and enables them to lead successfully, which is often called "leadership presence" (Scouller, 2011). This is possibly why the traits approach became researchers' original line of investigation ...
Using managers to train employees is an effective on-the-job training strategy because it allows them to connect the training to the actual operation that employees will conduct in their routine work. [8] Training employees to train coworkers is another effective strategy since they are familiar with the company's culture, strengths, and ...
Hersey and Blanchard characterized leadership style in terms of the amount of task behavior and relationship behavior that the leader provides to their followers. They categorized all leadership styles into four behavior styles based on combinations of either high or low task behavior and relationship behavior, which they named S1 to S4. The ...
This leadership style can be seen as the absence of leadership, and is characterized by an attitude avoiding any responsibility. Decision-making is left to the employees themselves, and no rules are fixed. Laissez-faire is the least effective leadership style, when measured by the impact of the leader's opinion on the team.
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