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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 high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.
The situational leadership II (SLII) model acknowledged the existing research of the situational leadership theory and revised the concepts based on feedback from clients, practicing managers, and the work of several leading researchers in the field of group development. [5] The primary sources included:
The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [2] (Den Hartog & Koopman, 2001). It has received criticism for shortcomings due to perceived methodological issues. [3] [4] Empirical research has produced mixed results as to its ability to predict subordinate outcomes.
Although the structure outlined by research carried out by Meyer, Dalal, & Hermida was derived by attempting to find common themes among extant operationalizations, the approach assumed that the existing corpus of studies is a representative sample of situational strength's theoretical construct space.
The situational theory of problem solving attempts to explain why and how an individual communicates during a problematic situation. The situational theory of problem solving (STOPS) was proposed by Jeong-Nam Kim and James E. Grunig in 2011 though their article “problem solving and communicative action: A situational theory of problem solving.”
The study found that 1 in 10 workers experience mental health issues related to their jobs and those issues are more common than other kinds of workplace injuries. For example: mental health ...
This is an example of a distractor, which is a situational cue that created a negative outcome when a relevant trait is activated. [4] In this example, the organizational cues of whether a high sociability environment is expected between coworkers would influence the strength of the cue and the level of activation.