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Situational Leadership Theory, now named the Situational Leadership Model, is a model created by Dr. Paul Hersey and Dr. Ken Blanchard, developed while working on the text book, Management of Organizational Behavior. [1] The theory was first introduced in 1969 as "Life Cycle Theory of Leadership". [2]
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. [1]The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal ...
The three levels referred to in the model's name are Public, Private and Personal leadership. The model is usually presented in diagram form as three concentric circles and four outwardly directed arrows, with personal leadership in the center. The first two levels – public and private leadership – are "outer" or "behavioral" levels ...
Leader–member exchange (LMX) theory addresses a specific aspect of the leadership process, [76] which evolved from an earlier theory called the vertical dyad linkage model. [77] Both of these models focus on the interaction between leaders and individual followers.
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.
[1] [2] [3] Transformational leadership is an integral part of the Full Range Leadership Model and gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers' attitudes and the organization.
Fiedler's contingency model is a dynamic model where the personal characteristics and motivation of the leader are said to interact with the current situation that the group faces. Thus, the contingency model marks a shift away from the tendency to attribute leadership effectiveness to personality alone. [5]
The theory focuses on types of leader-subordinate relationships [4] which are further classified into subgroups, namely the in-group and the out-group. [5] The in-group consists of members that receive greater responsibilities and encouragement, [5] and are able to express opinions without having any restrictions.
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