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Robert Selman developed his developmental theory of role-taking ability based on four sources. [4] The first is the work of M. H. Feffer (1959, 1971), [5] [6] and Feffer and Gourevitch (1960), [7] which related role-taking ability to Piaget's theory of social decentering, and developed a projective test to assess children's ability to decenter as they mature. [4]
In business and project management, a responsibility assignment matrix [1] (RAM), also known as RACI matrix [2] (/ ˈ r eɪ s i /; responsible, accountable, consulted, and informed) [3] [4] or linear responsibility chart [5] (LRC), is a model that describes the participation by various roles in completing tasks or deliverables [4] for a project or business process.
"With group norms and roles established, group members focus on achieving common goals, often reaching an unexpectedly high level of success." [3] By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision.
Initiating structure is the extent to which a leader defines leader and group member roles, initiates actions, organizes group activities and defines how tasks are to be accomplished by the group. This leadership style is task-oriented. Some of the statements used to measure this factor in the LBDQ are:
Emotionally stable leaders would be better able to influence their followers because their stability would enable them to be better role models to followers and to thoroughly engage them in the goal fulfillment process. [34] A specific example of cultural background affecting the effectiveness of transformational leadership would be Indian ...
Research conducted on role theory mainly centers around the concepts of consensus, role conflict, role taking, and conformity. [1] The theatre is a metaphor often used to describe role theory. Although the word role (or roll ) has existed in European languages for centuries, as a sociological concept, the term has only been around since the ...
Organizational assimilation is a process in which new members of an organization integrate into the organizational culture.. This concept, proposed by Fredric M. Jablin, [1] consists of two dynamic processes that involve the organizational attempts to socialize the new members, as well as the current organization members. [2]
First is the idea that employees work harder to gain a promotion, and then slack off once it is achieved. The other is that it is a statistical process: workers who are promoted have passed a particular benchmark of productivity based on factors that cannot necessarily be replicated in their new role, leading to a Peter principle situation.