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Debate is common about whether the use of these terms should be restricted, and reflects an awareness of the distinction made by Burns between "transactional" leadership (characterized by emphasis on procedures, contingent reward, and management by exception) and "transformational" leadership (characterized by charisma, personal relationships ...
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. [1]The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal ...
Relationship-oriented leaders are focused on supporting, motivating and developing the people on their teams and the relationships within. This style of leadership encourages good teamwork and collaboration, through fostering positive relationships and good communication.
This model contains the relationship between leadership style and the favorable-ness of the situation. Fielder developed a metric to measure a leader's style called the Least Preferred Co-worker. [6] The test consists of 16-22 items they are to rate on a scale of one to eight as they think of a co-worker they had the most difficulty working with.
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 Vertical Dyad Linkage Theory is a theory that deals with the individual dyadic relationships formed between leaders and their subordinates. [1] It is also widely known as The Leadership-Member Exchange (LMX) Theory. [2] Originally, the theory has been developed by Fred Dansereau, George Graen and William J. Haga, in 1975. [3]
Transactional leadership (or transactional management) is a type of leadership style that focuses on the exchange of skills, knowledge, resources, or effort between leaders and their subordinates. This leadership style prioritizes individual interests and extrinsic motivation as means to obtain a desired outcome.
An Ipsos MORI research report published in 2007 found that relationship management and collaborative leadership were the top two qualities or capabilities that Directors of organisations involved in large business partnerships would have liked to have had more access to when setting up or running a partnership. [14]