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Providing comfort in physical, psychospiritual, social, and environmental aspects in order to reduce harmful tension is a conceptual assertion of this theory. [3] When nursing interventions are effective, the outcome of enhanced comfort is attained. [2] This theory was derived from Watson's theory of human care and her own practice. [4]
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]
Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.
Cognitive resource theory (CRT) is a leadership theory of industrial and organisational psychology developed by Fred Fiedler and Joe Garcia in 1987 as a reconceptualisation of the Fiedler contingency model. [1] The theory focuses on the influence of the leader's intelligence and experience on their reaction to stress.
Situational leadership is a prescriptive theory offering the manager guidance about what style to use in a given situation. Leadership theories, provides a guide on outlining their relevance to school leaders and business managers, highlighting their importance in understanding human behavior and organizational dynamics.
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [ 1 ] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [ 2 ] (Den Hartog & Koopman, 2001).
The theory identifies four leader behaviors, achievement-oriented, directive, participative, and supportive, that are contingent to environment factors and follower characteristics. In contrast to the Fiedler contingency model , the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four ...
The three levels referred to in the model's name are Public, Private and Personal leadership. The model is usually presented in diagram form as three concentric circles and four outwardly directed arrows, with personal leadership in the center. The first two levels – public and private leadership – are "outer" or "behavioral" levels ...