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  2. Leader–member exchange theory - Wikipedia

    en.wikipedia.org/wiki/Leadermember_exchange...

    The leadermember 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 leadermember 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 ...

  3. Vertical dyad linkage theory - Wikipedia

    en.wikipedia.org/wiki/Vertical_Dyad_Linkage_Theory

    Fundamentally, the leader may overestimate the work quality presented by the in-group members, as a result of their existent solid connections. [citation needed] On the other hand, it is possible for the member to discover that the leader does not display similar personal traits. As a result, the subordinate may assess the relationship at a ...

  4. Task-oriented and relationship-oriented leadership - Wikipedia

    en.wikipedia.org/wiki/Task-oriented_and...

    The Fiedler contingency model argues that three situational components can determine whether task-oriented or relationship-oriented leadership is the better fit for the situation: Leader-Member Relations, referring to the degree of mutual trust, respect and confidence between the leader and the subordinates.

  5. Contingency theory - Wikipedia

    en.wikipedia.org/wiki/Contingency_theory

    Situations are favorable to the leader if all three of these dimensions are high. How to apply Fiedler’s Contingency Model: Understand your leadership style - this information can be obtained by completing a Least-Preferred Co-Worker Scale. Low LPC indicates a task-oriented leader and high LPC indicates a relationship-oriented leader

  6. Substitutes for Leadership Theory - Wikipedia

    en.wikipedia.org/wiki/Substitutes_for_Leadership...

    For example, when a task was ambiguous, the relationship between leader initiating structure and subordinate satisfaction was stronger than if the task was clear. These findings made it apparent that there were variables that affected the relationship between leader behavior and subordinate outcomes, making the relationship stronger or weaker. [9]

  7. My System for Making Sure I Do What Matters

    images.huffingtonpost.com/2013-02-02-MySystemfor...

    My#System#for#Making#Sure#I#Do#What#Matters# #! With!all!the!devices!we!use!on!a!daily!basis,!I!still!like!to!make!my!to7do!lists!with!pen!to! paper!!!I!find!it!is ...

  8. Consideration and initiating structure - Wikipedia

    en.wikipedia.org/wiki/Consideration_and...

    Consideration and initiating structure are two dimensions of leader behavior identified in 1945 as a result of the Ohio State Leadership Studies.Reviews of research on these dimensions are described in Stogdill's Handbook of leadership: A survey of theory and research and Littrell's Explicit leader behaviour.

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