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The study concluded that “there is reason to believe that strategic leaders contribute to nonprofit organizational performance in ways consistent with strategic leadership theory. However, there is evidence in the study suggesting that the exercise of strategic leadership is different in the nonprofit context (Phipps & Burbach, 2010)”.
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 ...
The managerial grid model or managerial grid theory (1964) is a model, developed by Robert R. Blake and Jane Mouton, of leadership styles. [1] This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y. The grid ...
Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision-making in the context of complex environments and competitive dynamics. [6] Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning. [7] [8] [9]
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.
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
The model/theory was created because other contemporary models/theories were anchored in industries that were stagnant. [3] A majority of the theories had been made when everything was relatively still, and since they were made with that background the theories had a difficult time explaining the change.
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]