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Napoleon, a typical great man, said to have created the "Napoleonic" era through his military and political genius. The great man theory is an approach to the study of history popularised in the 19th century according to which history can be largely explained by the impact of great men, or heroes: highly influential and unique individuals who, due to their natural attributes, such as superior ...
The emergence of the concept of trait leadership can be traced back to Thomas Carlyle's "great man" theory, which stated that "The History of the World [...] was the Biography of Great Men". [6] Subsequent commentators interpreted this view to conclude that the forces of extraordinary leadership [a] shape history. [8]
The hospital as St. Anthony's, 1903. The site was formerly a brickyard before the first medical facility was constructed there. The Sisters of the Poor of St. Francis began construction of St. Anthony's Hospital there in 1890; the Sisters had already been operating St. Francis Hospital (present-day Grant Medical Center), though overcrowding and demand on the East Side propelled the decision to ...
The ideas of Edmund Burke (1729–1797) on representative (as opposed to delegate-based) democracy have echoes in the attitudes of elected representatives who regard themselves - and even portray themselves - as "leaders". [186] Carlyle's 1840 "Great Man theory", which emphasized the role of leading individuals, met opposition (from Herbert ...
Nurses were now hired by strangers to care for sick family members at home. These changes were made possible by the realization that expertise mattered more than kinship, as physicians recommended nurses they trusted. By the 1880s home care nursing was the usual career path after graduation from the hospital-based nursing school. [2]
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The path–goal theory, also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of his or her ...
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.