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Plausible deniability is the ability of people, typically senior officials in a formal or informal chain of command, to deny knowledge of or responsibility for actions committed by or on behalf of members of their organizational hierarchy.
Path-goal theory is a contingency theory linking appropriate leader style to organizational conditions and subordinate personality. [45] Transformational leadership theory concerns the behaviors leaders engage in that inspire high levels of motivation and performance in followers.
The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing a new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility ...
Plausible reasoning is commonly based on appearances from perception. Stability is an important characteristic of plausible reasoning. Plausible reasoning can be tested, and by this means, confirmed or refuted. Probing into plausible reasoning in a dialogue is a way of testing it.
Opinion leadership is leadership by an active media user who interprets the meaning of media messages or content for lower-end media users. Typically opinion leaders are held in high esteem by those who accept their opinions. Opinion leadership comes from the theory of two-step flow of communication propounded by Paul Lazarsfeld and Elihu Katz. [1]
Inductive reasoning is any of various methods of reasoning in which broad generalizations or principles are derived from a body of observations. [1] [2] This article is concerned with the inductive reasoning other than deductive reasoning (such as mathematical induction), where the conclusion of a deductive argument is certain given the premises are correct; in contrast, the truth of the ...
The second mediator of the Pygmalion effect is the direct result of PLS, labeled by Eden and Ravid as the Galatea effect, [11] which is the effect of directly manipulating trainees' self-expectations of themselves. The PLS leadership behaviors have the chance to raise trainees' expectations of their performance.
Situational Leadership Theory, now named the Situational Leadership Model, is a model created by Dr. Paul Hersey and Dr. Ken Blanchard, developed while working on the text book, Management of Organizational Behavior. [1] The theory was first introduced in 1969 as "Life Cycle Theory of Leadership". [2]