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Building upon the research of Lewin et al., [58] academics normalized the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in. The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers ...
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.
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.
A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.
The terms sex and gender, and their definitions, have been used inconsistently and sometimes interchangeably in the leadership and management fields, leading to some confusion. Most scholarship has explored topics relating to women and leadership, rather than to men, intersex people, or transgender or non-binary people. [1]
"The point of diversity and inclusion is that companies, the government, universities, all do better when there are diverse participants in management and throughout the enterprise," said Michael ...