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The Implicit Leadership Theory (ILT) asserts that people's underlying assumptions, stereotypes, beliefs and schemas influence the extent to which they view someone as a good leader. Since people across cultures tend to hold different implicit beliefs, schemas and stereotypes , it would seem only natural that their underlying beliefs in what ...
Dana D. Nelson is a professor of English [1] at Vanderbilt University and a prominent progressive advocate for citizenship [2] and democracy. She is notable for her criticism—in her books such as Bad for Democracy—of excessive presidential power and for exposing a tendency by Americans towards presidentialism, which she defines as the people's neglect of basic citizenship duties while ...
Florence Kluckhohn and Fred Strodtbeck suggested alternate answers to all five, developed culture-specific measures of each, and described the value orientation profiles of five southwestern United States cultural groups. Their theory has since been tested in many other cultures, and used to help negotiating ethnic groups understand one another ...
Wolf Peregrin Joachim Wolfensberger, Ph.D. (1934–2011) [1] was a German American academic who influenced disability policy and practice through his development of North American Normalization and social role valorization (SRV).
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 ...
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The theory of agrarianism is that the culture of the soil is the best and most sensitive of vocations, and that therefore it should have the economic preference and enlist the maximum number of workers.
The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.