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Leadership is the process through which an individual guides and motivates a group towards the achievement of common goals. In studies that found a gender difference, women adopted participative styles of leadership and were more transformational leaders than men. Other studies find that no significant gender differences in leadership exist.
Transactional leaders pay attention to followers' work in order to find faults and deviations. A transactional leader follows the objective exchange of value between an employee's performance and the manager's response to it. The manager communicates clear requirements and goals to the employee and rewards achievements. [5]
In Forsyth, the leadership substitute theory is defined as "a conceptual analysis of the factors that combine to reduce or eliminate the need for a leader." [1] A leader may find that behaviors focusing on nurturing interpersonal relationships, or coordinating tasks and initiating structure, are not required in every situation. A study by Kerr ...
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.
Transactional leaders focus their leadership on motivating followers through a system of rewards and punishments. There are two factors which form the basis for this system: contingent reward; and management-by-exception. [citation needed] Contingent reward provides rewards, materialistic or psychological, for effort and recognizes good ...
"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.
Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations. [1] [2]
Solid-line reporting is a direct reporting relationship between a supervisor and their supervised worker. The supervisor provides primary guidance to the worker, controls the major financial resources on which the worker relies to perform their work, conducts performance reviews with the worker, and provides all other direct supervision.
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