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The research concluded that there is no single "best" style of leadership, and thus led to the creation of the situational leadership theory, which essentially argues that leaders should engage in a healthy dose of both task-oriented and relationship-oriented leadership fit for the situation, and the people being led.
Under these situations the task-oriented style of leadership is preferred over the (considerate) relationship-oriented style. The considerate (relationship-oriented) style of leadership can be appropriate in an environment where the situation is moderately favorable or certain, for example, when (1) leader–member relations are good, (2) the ...
Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation".
According to this model, as a leader became more relationship oriented, he became less task oriented. [7] In 1964 Fred Fiedler published the Fiedler Contingency Model of leadership that recognized that the style of leadership that was most effective depended upon the context in which the style was applied. Leadership behavior was modeled as a ...
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).
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.
Leadership studies is a multidisciplinary academic field of study that focuses on leadership in organizational contexts and in human life. Leadership studies has origins in the social sciences (e.g., sociology, anthropology, psychology), in humanities (e.g., history and philosophy), as well as in professional and applied fields of study (e.g., management and education).
The Vertical Dyad Linkage Theory is a theory that deals with the individual dyadic relationships formed between leaders and their subordinates. [1] It is also widely known as The Leadership-Member Exchange (LMX) Theory. [2] Originally, the theory has been developed by Fred Dansereau, George Graen and William J. Haga, in 1975. [3]