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However it took another 10 years before the theory could be applied to the problem of the Klein paradox. In 1941 Friedrich Hund showed that, [8] under the conditions of the paradox, two currents of opposite charge are spontaneously generated at the step. In modern terminology pairs of electrons and positrons are spontaneously created the step ...
The original theory had already proposed moderators that act as substitutes and moderators that act as neutralizers. Howell and colleagues added enhancers to these. [12] Substitutes for leadership theory was a heavily researched area until the late 1980s when transformational leadership became the focus of the majority of leadership research. [13]
Klein paradox: When the potential of a potential barrier becomes similar to the mass of the impinging particle, it becomes transparent. Mott problem , also known as the Mott paradox: [ 5 ] Spherically symmetric wave functions, when observed, produce linear particle tracks.
The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing a new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility ...
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
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]
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
On the individual level of analysis, scholars have mostly used paradox theory to explain how individuals manage the competing demands of exploration and exploitation. [8] [9] Paradoxical leadership refers to seemingly competing, yet interrelated behaviors to meet structural and follower demands simultaneously and over time. [10]