Search results
Results From The WOW.Com Content Network
Over the years, many reviewers of trait leadership theory have commented that this approach to leadership is "too simplistic", [41] and "futile". [42] Additionally, scholars have noted that trait leadership theory usually only focuses on how leader effectiveness is perceived by followers [23] rather than a leader's actual effectiveness. [8]
This idea that leadership is based on individual attributes is known as the "trait theory of leadership". A number of works in the 19th century – when the traditional authority of monarchs, lords, and bishops had begun to wane – explored the trait theory at length: especially the writings of Thomas Carlyle and of Francis Galton.
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 ...
Leaders who have mastered the art of making grand but not entirely true statements —or outright lying—are also likely to be admired despite the half-truths, according to Pfeffer’s analysis.
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).
Fiedler's situational contingency theory holds that group effectiveness depends on an appropriate match between a leader's style (essentially a trait measure) and the demands of the situation. In other words, effective leadership is contingent on matching leader's style to the right setting. [4]
Implicit leadership theory (ILT) is a cognitive theory of leadership developed by Robert Lord and colleagues. [1] It is based on the idea that individuals create cognitive representations of the world, and use these preconceived notions to interpret their surroundings and control their behaviors . [ 2 ]
Reviews of research on these dimensions are described in Stogdill's Handbook of leadership: A survey of theory and research and Littrell's Explicit leader behaviour. According to the findings of these studies, leaders exhibit two types of behaviors to facilitate goal accomplishment: People-oriented (consideration) Task oriented (initiating ...