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The third level – personal leadership – is an "inner" level and concerns a person's leadership presence, knowhow, skills, beliefs, emotions and unconscious habits. "At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him.
John Adair's Action Centred Leadership Model. 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 ...
The managerial grid model or managerial grid theory (1964) is a model, developed by Robert R. Blake and Jane Mouton, of leadership styles. [1] This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.
This leadership style can be seen as the absence of leadership, and is characterized by an attitude avoiding any responsibility. Decision-making is left to the employees themselves, and no rules are fixed. Laissez-faire is the least effective leadership style, when measured by the impact of the leader's opinion on the team.
Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations. [1] [2]
The Fiedler contingency model argues that three situational components can determine whether task-oriented or relationship-oriented leadership is the better fit for the situation: Leader-Member Relations, referring to the degree of mutual trust, respect and confidence between the leader and the subordinates.
In the mid-1970s, a great deal of research was dedicated to the contingency model and path-goal theory. [5] The contingency model stated that various leadership styles would be more or less effective depending on the situation. [6] (Den Hartog & Koopman, 2001; Fiedler, 1965).
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 ...