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Leadership studies is a multidisciplinary academic field of study that focuses on leadership in organizational contexts and in human life. Leadership studies has origins in the social sciences (e.g., sociology, anthropology, psychology), in humanities (e.g., history and philosophy), as well as in professional and applied fields of study (e.g., management and education).
The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it ...
The popularity of these studies turned the focus of management thinking to the social and psychological of leadership. The initial studies in leadership sociology and psychology focused on leadership traits. [3] Observation that some people better leaders than others obviated a study of the personal traits of those leaders.
Pages in category "Leadership studies" The following 29 pages are in this category, out of 29 total. ... This page was last edited on 5 May 2019, at 10:46 (UTC).
With an increasing number of empirical studies directly supporting trait leadership, [10] [24] traits have reemerged in the lexicon of the scientific research into leadership. In recent years, the research about leader traits has made some progress in identifying a list of personality traits that are highly predictive of leader effectiveness.
Global leadership is the interdisciplinary study of the key elements that future leaders in all realms of the personal experience should acquire to effectively familiarize themselves with the psychological, physiological, geographical, geopolitical, anthropological and sociological effects of globalization.
Taken together, these studies fail to support the basic recommendations suggested by the situational leadership model. A 2009 study [15] found the 2007 revised theory was a poorer predictor of subordinate performance and attitudes than the original version from 1972. Survey data collected from 357 banking employees and 80 supervisors, sampled ...
[10] [5] Leaders are high on initiating structure to clarify their own roles and their subordinates’ roles in obtaining a goal. [9] Kerr and colleagues noticed many studies had found significant moderators that played a part in the relationship between initiating structure leader behavior and subordinate outcomes. For example, when a task was ...