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The research concluded that there is no single "best" style of leadership, and thus led to the creation of the situational leadership theory, which essentially argues that leaders should engage in a healthy dose of both task-oriented and relationship-oriented leadership fit for the situation, and the people being led. [2]
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. [1]The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal ...
The Vertical Dyad Linkage Theory is a theory that deals with the individual dyadic relationships formed between leaders and their subordinates. [1] It is also widely known as The Leadership-Member Exchange (LMX) Theory. [2] Originally, the theory has been developed by Fred Dansereau, George Graen and William J. Haga, in 1975. [3]
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.
Situational Leadership Theory, now named the Situational Leadership Model, is a model created by Dr. Paul Hersey and Dr. Ken Blanchard, developed while working on the text book, Management of Organizational Behavior. [1] The theory was first introduced in 1969 as "Life Cycle Theory of Leadership". [2]
Situational leadership is a prescriptive theory offering the manager guidance about what style to use in a given situation. Leadership theories, provides a guide on outlining their relevance to school leaders and business managers, highlighting their importance in understanding human behavior and organizational dynamics. [10]
The Michigan leadership studies, along with the Ohio State University studies that took place in the 1940s, are two of the best-known behavioral leadership studies and continue to be cited to this day. These theories attempt to isolate behaviours that differentiate effective leaders from ineffective leaders.
Transactional leadership (or transactional management) is a type of leadership style that focuses on the exchange of skills, knowledge, resources, or effort between leaders and their subordinates. This leadership style prioritizes individual interests and extrinsic motivation as means to obtain a desired outcome.
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