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Subsequently, leadership was no longer characterized as an enduring individual trait—situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of the leader behaviors that were effective.
Management teams have been effective by using their expertise to aid companies in adjusting to the current landscape of a global economy, which helps them compete with their rivals in their respective markets, produce unique initiatives that sets them apart from their rivals and empower the employees who are responsible for the success of the ...
Leaders should establish trust with their teams and provide mutual encouragement to support the success of teams. [21] Leaders can model collaborative behavior to demonstrate effective teamwork to their teams. Team leaders should be both task- and relationship-oriented to facilitate relationships that enhance teamwork. [20]
In the 1940s, research in leadership began straying away from identifying individual leadership traits, to analyzing the effects of certain leadership behaviors – predominantly task-oriented and relationship-oriented leadership. [4] The table below compares task-oriented and relationship-oriented leadership styles side-by-side:
Prior to 1945 most studies of leadership sought to identify the individual traits of effective leaders. Trait theories of leadership were the first to attempt a systematic approach of studying leadership. However, these studies yielded disappointing results when no set of traits were found that explained effective leadership.
Another model that has emerged in the trait leadership literature is the Integrated Model of Leader Traits, Behaviors, and Effectiveness. [3] This model combines traits and behaviors in predicting leader effectiveness and tested the mediation effect of leader behaviors on the relationship between leader traits and effectiveness.