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The Hui Amorangi comes under episcopal leadership of te Pīhopa o (the Bishop of) Te Manawa o Te Wheke, Ngarahu Katene. Katene was ordained (consecrated) as a bishop at Te Papa-i-o-uru Marae, Rotorua on 14 October 2006. [1] Katene is the first elected Pīhopa o Te Manawa o Te Wheke.
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 ...
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".
Another theory for Te Wheke-a-Muturangi states that the name actually refers to the many navigation paths centred on Ra'iātea with the tentacles reaching out across the pacific (Tetahiotupa 2009). [ 1 ]
Ngarahu Katene [1] is a Māori Anglican bishop: [2] he has been the incumbent of the Episcopal polity of Te Pīhopatanga o Te Manawa o Te Wheke [3] since 2005. References
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 ...
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]
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]
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