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In the survey, each historian rates each president on a scale of one ("not effective") to 10 ("very effective") on presidential leadership in ten categories: Public Persuasion, Crisis Leadership, Economic Management, Moral Authority, International Relations, Administrative Skills, Relations with Congress, Vision/Setting An Agenda, Pursued Equal ...
Transactional leadership (or transactional management) is a type of leadership style that focuses on the exchange of skills, knowledge, resources, or effort between leaders and their subordinates. This leadership style prioritizes individual interests and extrinsic motivation as means to obtain a desired outcome.
When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation." Fiedler found that low-LPC leaders are more effective in extremely favourable or unfavourable situations, whereas high-LPC leaders perform best in situations with intermediate favourability ...
Leadership performance" may refer to the career success of the individual leader, performance of the group or organization, or even leader emergence. Each of these measures can be considered conceptually distinct. While they may be related, they are different outcomes and their inclusion should depend on the applied or research focus. [133 ...
A leader's conceptual abilities include agility, judgment, innovation, interpersonal tact, and domain knowledge. Leaders are characterized as individuals who have differential influence over the setting of goals, logistics for coordination, monitoring of effort, and rewards and punishment of group members. [3]
Unlike in the transactional approach, it is not based on a "give and take" relationship, but on the leader's personality, ability to make a change through example, and articulation of an energizing vision and challenging goals. [25] Transformational leaders look towards changing the future to inspire followers and accomplish goals, whereas ...
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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 ...