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Followership are the actions of someone in a subordinate role. It may also be considered as particular services that can help the leader, a role within a hierarchical organization, a social construct that is integral to the leadership process, or the behaviors engaged in while interacting with leaders in an effort to meet organizational objectives. [1]
Transformational leadership enhances followers' motivation, morale, and job performance through various mechanisms. They serve as role models by inspiring their followers and raising their interest in their projects. These leaders challenge followers to take greater ownership of their work. By understanding the strengths and weaknesses of ...
Leader effectiveness refers to the amount of influence a leader has on individual or group performance, followers’ satisfaction, and overall effectiveness. [3] [4] Many scholars have argued that leadership is unique to only a select number of individuals, and that these individuals possess certain immutable traits that cannot be developed. [5]
Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs.
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 ...
In transactional leadership, leaders promote compliance by followers through both rewards and punishments. Unlike transformational leaders, [4] those using the transactional approach are not looking to change the future, they aim to keep things the same. Transactional leaders pay attention to followers' work in order to find faults and deviations.
Herzberg's theory challenged the assumption that "dissatisfaction was a result of an absence of factors giving rise to satisfaction". [9] Motivational factors will not necessarily lower motivation, but can be responsible for increasing motivation. These factors could involve job recognition, potential for promotion or even the work in itself. [6]
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 ...