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Transformational leadership is a leadership theory in which a leader's behaviors influence their followers, inspiring them to perform beyond their perceived capabilities. . This style of leadership encourages individuals to achieve unexpected or remarkable results by prioritizing their collective vision over their immediate self-intere
[10] [1] These papers synthesized and expanded the two ideas presented above creating what is known as trait activation theory. The first of these influential papers is Situation Trait Relevance, Trait Expression, and Cross-Situational Consistency: Testing a Principle of Trait Activation by Robert P. Tett and Hal A. Guterman, published in 2000 ...
The transtheoretical model is also known by the abbreviation "TTM" [2] and sometimes by the term "stages of change", [3] although this latter term is a synecdoche since the stages of change are only one part of the model along with processes of change, levels of change, etc. [1] [4] Several self-help books—Changing for Good (1994), [5 ...
Mental toughness is a measure of individual psychological resilience and confidence that may predict success in sport, education, and in the workplace. [1] The concept emerged in the context of sports training and sports psychology, as one of a set of attributes that allow a person to become a better athlete and able to cope with difficult training and difficult competitive situations and ...
Volatility is the changing dynamic of social categorization in environmental situations. The dynamic can change due to any shift in a situation, whether social, technical, biological, or anything else. Studies have been conducted, but finding the specific component that causes the change in situational social categorization has proven challenging.
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.
Psychological resilience, or mental resilience, is the ability to cope mentally and emotionally with a crisis, or to return to pre-crisis status quickly. [1]The term was popularized in the 1970s and 1980s by psychologist Emmy Werner as she conducted a forty-year-long study of a cohort of Hawaiian children who came from low socioeconomic status backgrounds.
Openness is a great tactic in some situations, but not in all. Parties using contradicting communication styles, pre-existing hostile work environments, and significant status differences are situations in which openness would not be an effective relational maintenance tactic. [1] In the workplace, individuals cannot choose their co-workers.