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The terms sex and gender, and their definitions, have been used inconsistently and sometimes interchangeably in the leadership and management fields, leading to some confusion. Most scholarship has explored topics relating to women and leadership, rather than to men, intersex people, or transgender or non-binary people.
The Functional theory of leadership emphasizes how an organization or task is being led rather than who has been formally assigned a leadership role. In the functional leadership model, leadership does not rest with one person but rests on a set of behaviors by the group that gets things done. Any group member can perform these behaviors so ...
The research concluded that there is no single "best" style of leadership, and thus led to the creation of the situational leadership theory, which essentially argues that leaders should engage in a healthy dose of both task-oriented and relationship-oriented leadership fit for the situation, and the people being led. [2]
Lipman-Blumen noticed "toxic leadership" was not about run-of-the-mill mismanagement. Rather, it referred to leaders, who, by virtue of their "dysfunctional personal characteristics" and "destructive behaviours" "inflict reasonably serious and enduring harm" not only on their own followers and organizations, but on others outside of their ...
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.
Leadership, is defined as the ability of an individual, group, or organization to "lead", influence, or guide other individuals, teams, or organizations. [1] [2]
Adhocracy is a flexible, adaptable, and informal form of organization defined by a lack of formal structure and employs specialized multidisciplinary teams grouped by function.
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [ 1 ] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [ 2 ] (Den Hartog & Koopman, 2001).