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Cost leadership is different from price leadership. A company could be the lowest cost producer yet not offer the lowest-priced products or services. If so, that company would have a higher than average profitability. However, cost leader companies do compete on price and are very effective at such a form of competition, having a low cost ...
In 1973, Kerr was the first to coin substitutes for leadership as elements in the work setting that lessened leader effectiveness on subordinate outcomes. [11] Further publications [9] led to Kerr and Jermier's 1978 paper, which unveiled substitutes for leadership theory. This paper presented two types of elements in the job environment ...
Some commentators have made a distinction between cost leadership, that is, low cost strategies, and best cost strategies. They claim that a low cost strategy is rarely able to provide a sustainable competitive advantage. In most cases firms end up in price wars. Instead, they claim a best cost strategy is preferred.
This model suggests the selection of a leadership style of groups decision-making. Leader Styles. The Vroom-Yetton-Jago Normative Decision Model helps to answer above questions. This model identifies five different styles (ranging from autocratic to consultative to group-based decisions) on the situation and level of involvement. They are:
The managerial grid model or managerial grid theory (1964) is a model, developed by Robert R. Blake and Jane Mouton, of leadership styles. [1] This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.
"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.
The current zeitgeist might tell us otherwise, but Pfeffer argued in a 2015 Fortune essay that today’s leadership industrial complex—pushing ideas about the effectiveness and appeal of ...
Situations are favorable to the leader if all three of these dimensions are high. How to apply Fiedler’s Contingency Model: Understand your leadership style - this information can be obtained by completing a Least-Preferred Co-Worker Scale. Low LPC indicates a task-oriented leader and high LPC indicates a relationship-oriented leader