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First, it is not a question of trait or situation, but that trait and situation work harmoniously together. [6]: 39 Trait activation theory relies heavily on both situational and trait based perspectives on personality. It holds that existing, latent traits are activated by pertinent situations.
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.
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.
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...
This theory differentiates between a promotion-focus on hopes and accomplishments, also known as gains. This focus is more concerned with higher level gains such as advancement and accomplishment. [7] Another focus is the prevention-focus based on safety and responsibilities, also known as non-losses. This focus emphasizes security and safety ...
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The Three Levels of Leadership model attempts to combine the strengths of older leadership theories (i.e. traits, behavioral/styles, situational, functional) while addressing their limitations and, at the same time, offering a foundation for leaders wanting to apply the philosophies of servant leadership and "authentic leadership".
Objective measures can be gathered in one of three ways: real-time as the task is completed (e.g., "real-time probes" presented as open questions embedded as verbal communications during the task [75]), during an interruption in task performance (e.g., situation awareness global assessment technique (SAGAT), [32] or the WOMBAT situational ...