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The Washington Post describes The Leadership Challenge as a "business-meets-self help canon." [1] Carmine Gallo and Tom Gerace have cited The Leadership Challenge as an important book in developing their leadership skills. [5] [16] Verne Harnish described the book as "one of the five most important leadership books ever written." [17]
The Global Leadership and Organizational Behavior (GLOBE) Project is an example of cross-cultural leadership research, as it aimed to compare leadership ideals in various countries and regions. However, it looked at leaders operating within their own culture, rather than across culture. [ 146 ]
A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.
Transformational leadership is a leadership theory in which a leader's behaviors influence their followers, inspiring them to perform beyond their perceived capabilities. This style of leadership encourages individuals to achieve unexpected or remarkable results by prioritizing their collective vision over their immediate self-interests.
Extensive studies with a large amount of data make it possible to correlate what leaders do, i.e., their actions or functions, with their successful results. The Functional theory of leadership emphasizes how an organization or task is being led rather than who has been formally assigned a leadership role.
Taken together, these studies fail to support the basic recommendations suggested by the situational leadership model. A 2009 study [15] found the 2007 revised theory was a poorer predictor of subordinate performance and attitudes than the original version from 1972. Survey data collected from 357 banking employees and 80 supervisors, sampled ...
Shared leadership is a leadership style that broadly distributes leadership responsibility, such that people within a team and organization lead each other. It has frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with more traditional "vertical" or "hierarchical" leadership that resides predominantly with an individual ...
In this case, communication and the collection and dissemination of information occurs via information technology. [1] Traditionally, leadership in organizations involves face-to-face interaction. Now, leaders may lead entire projects from a distance and interact with followers solely through information technology. [1]