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Social impact theory was created by Bibb Latané in 1981 and consists of four basic rules which consider how individuals can be "sources or targets of social influence". [1] Social impact is the result of social forces, including the strength of the source of impact, the immediacy of the event, and the number of sources exerting the impact. [ 2 ]
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 ...
Social impact theory was developed by Bibb Latané in 1981. This theory asserts that there are three factors which increase a person's likelihood to respond to social influence: [20] Strength: The importance of the influencing group to the individual
Burns theorized that transforming and transactional leadership were mutually exclusive styles. Later, business researcher Bernard M. Bass expanded upon Burns' original ideas to develop what is today referred to as Bass’ Transformational Leadership Theory. According to Bass, transformational leadership can be defined based on its impact on ...
French and Raven defined social power as the potential for influence (a change in the belief, attitude or behavior of a someone who is the target of influence. [3] As we know leadership and power are closely linked. This model shows how the different forms of power affect one's leadership and success.
Latane's social impact theory posits that three factors influence the extent to which we conform to group norms: personal importance, immediacy, and size. [2] As the group becomes more important to a person, physically closer to him/her, and larger in number, Social Impact Theory predicts that conformity to group norms will increase.
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 ...
The theory holds that the effectiveness of a task group or of an organization depends on two main factors: the personality of the leader and the degree to which the situation gives the leader power, control, and influence over the situation or, conversely, the degree to which the situation confronts the leader with uncertainty. [1]