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The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.
Strategic leadership balances a focused analytical perspective with the human dimension of strategy making (as documented by the Park Li Group). It is important to engage the entire business in a strategic dialogue in order to lay the foundation for building winning organizations that can define, commit, adjust and adapt their strategy quickly ...
Sample flowchart representing a decision process when confronted with a lamp that fails to light. In psychology, decision-making (also spelled decision making and decisionmaking) is regarded as the cognitive process resulting in the selection of a belief or a course of action among several possible alternative options.
The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it ...
The Functional theory of leadership emphasizes how an organization or task is being led rather than who has been formally assigned a leadership role. In the functional leadership model, leadership does not rest with one person but rests on a set of behaviors by the group that gets things done. Any group member can perform these behaviors so ...
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 International Journal of Selection and Assessment is a quarterly peer-reviewed scientific journal covering personnel and managerial psychology. It was established in 1993 and is published by John Wiley & Sons. The editor-in-chief is Ioannis Nikolaou (Athens University of Economics and Business).
The Meta-leadership framework and practice method is designed to “provide guidance, direction, and momentum across organizational lines that develop into a shared course of action and commonality of purpose among people and agencies that are doing what may appear to be very different work.” [1] [2] Meta-leadership has been “derived through observation and analysis of leaders in crisis ...