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Clifton and his team developed the test using Gallup's historical polling data, interviews with leaders and work teams, and consultations. They identified four primary strength domains: executing, influencing, relationship building, and strategic thinking. Within those domains, they identified 34 strength areas: [3]
The Functional theory of leadership emphasizes how an organization or task is being led rather than who has been formally assigned a leadership role. In the functional leadership model, leadership does not rest with one person but rests on a set of behaviors by the group that gets things done. Any group member can perform these behaviors so ...
The Three Levels of Leadership model attempts to combine the strengths of older leadership theories (i.e. traits, behavioral/styles, situational, functional) while addressing their limitations and, at the same time, offering a foundation for leaders wanting to apply the philosophies of servant leadership and "authentic leadership". [2]
There are four components to transformational leadership, sometimes referred to as The 4 I's: Idealized Influence (II) – Transformational leaders serve as ideal role models and examples to followers; the leader "walks the talk" and is admired for this. They embody qualities their followers want in their team.
The first two—public and private leadership—are "outer" or behavioral levels. These behaviors address what Scouller called "the four dimensions of leadership". These dimensions are: (1) a shared, motivating group purpose; (2) action, progress and results; (3) collective unity or team spirit; and (4) individual selection and motivation.
Domain knowledge encompasses tactical and technical knowledge as well as cultural and geopolitical awareness. [4] [need quotation to verify] One of the key reasons why certain leadership styles are blocked with positive outcomes for employees and organizations is the extent to which they build follower trust in leaders. [5]