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However, this is done by having the other party instill the same effort by the other party. This means that the other party has to positive behaviors, have commitment, are wanting to work, and respect the leadership above them, they are willing to see growth and have achievement throughout the relationship of the leader and the citizen. [10]
In Forsyth, the leadership substitute theory is defined as "a conceptual analysis of the factors that combine to reduce or eliminate the need for a leader." [1] A leader may find that behaviors focusing on nurturing interpersonal relationships, or coordinating tasks and initiating structure, are not required in every situation. A study by Kerr ...
In his 1994 journal article "Petty Tyranny in Organizations" Blake Ashforth discussed potentially destructive sides of leadership and identified what he referred to as "petty tyrants", i.e. leaders who exercise a tyrannical style of management, resulting in a climate of fear in the workplace.
Workplace politics involves processes and behaviors in human interactions that include power and authority. [ 1 ] [ better source needed ] It serves as a tool to assess operational capacity and balance diverse views of interested parties.
Macromanagement is a style of leadership that is hands-off or from afar, allowing employees to have more freedom and control over their own work, while employers may shift their focus to strategic long-term goals. [1]
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political , business or other fields.
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [ 1 ] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [ 2 ] (Den Hartog & Koopman, 2001).
Some characteristics of Mintzberg's definition include: highly organic structure [6] little formalization of behavior [6] [7] job specialization not necessarily based on formal training; a tendency to group the specialists in functional units for housekeeping purposes but to deploy them in small, market-based project teams to do their work [6]