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In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Hume claims intuition is a recognition of relationships (relation of time, place, and causation). He states that "the resemblance" (recognition of relations) "will strike the eye" (which would not require further examination) but goes on to state, "or rather in mind"—attributing intuition to power of mind, contradicting the theory of empiricism.
Logical Intuition, or mathematical intuition or rational intuition, is a series of instinctive foresight, know-how, and savviness often associated with the ability to perceive logical or mathematical truth—and the ability to solve mathematical challenges efficiently. [1]
Integrative thinking is a field that was developed by Graham Douglas in 1986. [1] [2] [3] It is defined as the process of integrating intuition, reason, and imagination in a human mind to develop a holistic continuum of strategy, tactics, action, review, and evaluation.
Extraverted intuition takes in intuitive information from the world around. Whereas introverted intuition refers to Jung's idea of the collective unconscious, extraverted intuition is concerned with the collective conscious. People with high extraverted intuition are attuned to current events, media, trends, and developments.
Intuition is the mechanism by which this implicit knowledge is brought to the forefront of the decision-making process. Some definitions of intuition in the context of decision-making point to the importance of recognizing cues and patterns in one's environment and then using them to improve one's problem solving abilities. [4]
This list shows all the people quoted in the 1919 edition, and the chapter or part of the book in which the quotes are found. [18] Some editions arrange the quotations in slightly different orders and some have quotes that do not appear in the 1919 edition; for example, many have a quote by Benjamin Disraeli at the end of chapter 23.
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.