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Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
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 ...
Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do groups with leaders in a negative mood. [81] Group processes like coordination, effort expenditure, and task strategy
"With group norms and roles established, group members focus on achieving common goals, often reaching an unexpectedly high level of success." [5] By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision.
Research has found that this leadership style is one of the most effective and creates higher productivity, better contributions from group members, and increased group morale. Democratic leadership can lead to better ideas and more creative solutions to problems because group members are encouraged to share their thoughts and ideas.
Each behavioural change theory or model focuses on different factors in attempting to explain behaviour change. Of the many that exist, the most prevalent are learning theories, social cognitive theory, theories of reasoned action and planned behaviour, transtheoretical model of behavior change, the health action process approach, and the BJ Fogg model of behavior change.
Until Lacoursiere's work in 1980, most research had studied non-work groups; Lacoursiere's work validated the findings produced by Tuckman in regard to the five stages of group development. Susan Wheelan's 10-year study, published in 1990 and titled Creating Effective Teams, which confirmed the five stages of group development in Tuckman's work.
Trait theory suggests that some natural behaviours may give someone an advantage in a position of leadership. [3] There are two approaches to define traits: as internal causal properties or as purely descriptive summaries. The internal causal definition states that traits influence our behaviours, leading us to do things in line with that trait.