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Chris Argyris (July 16, 1923 – November 16, 2013 [1]) was an American business theorist and professor at Yale School of Management and Harvard Business School.Argyris, like Richard Beckhard, Edgar Schein and Warren Bennis, [citation needed] is known as a co-founder of organization development, and known for seminal work on learning organizations.
The Yale attitude change approach (also referred to as the Yale model of persuasion) is considered to be one of the first models of attitude change. It was a reflection of the Yale Communication Research Program's findings, a program which was set up under a grant from the Rockefeller Foundation. [3]
The Yale School of Management (also known as Yale SOM) is the graduate business school of Yale University, a private research university in New Haven, Connecticut.The school awards the Master of Business Administration (MBA), MBA for Executives (EMBA), Master of Advanced Management (MAM), Master's Degree in Systemic Risk (SR), Master's Degree in Global Business & Society (GBS), Master's Degree ...
Victor Vroom, a professor at Yale University and a scholar on leadership and decision-making, developed the normative model of decision-making. [1] Drawing upon literature from the areas of leadership, group decision-making, and procedural fairness , Vroom’s model predicts the effectiveness of decision-making procedures. [ 2 ]
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.
Functional theories: Widely used approaches like Kouzes & Posner's Five Leadership Practices model and Adair's Action-Centered Leadership theory assume that once the leader understands – and has been trained in – the required leadership behaviors, he or she will apply them as needed, regardless of their personality. However, as with the ...
During this period of widespread rejection, several dominant theories took the place of trait leadership theory, including Fiedler's contingency model, [16] Blake and Mouton's managerial grid, [17] Hersey and Blanchard's situational leadership model, [18] and transformational and transactional leadership models. [19] [20] [21]
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 ...