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Goal orientation, or achievement orientation, is an "individual disposition towards developing or validating one's ability in achievement settings". [1] In general, an individual can be said to be mastery or performance oriented, based on whether one's goal is to develop one's ability or to demonstrate one's ability, respectively. [2]
When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation." Fiedler found that low-LPC leaders are more effective in extremely favourable or unfavourable situations, whereas high-LPC leaders perform best in situations with intermediate favourability ...
High-performance teams (HPTs) is a concept within organization development referring to teams, organizations, or virtual groups that are highly focused on their goals and that achieve superior business results. High-performance teams outperform all other similar teams and they outperform expectations given their composition.
The high performance organization (HPO) is a conceptual framework for organizations that leads to improved, sustainable organizational performance. It is an alternative model to the bureaucratic model known as Taylorism . [ 1 ]
Teams with difficult goals and staffed with high-performance orientation members are especially unlikely to adapt. Teams with difficult goals and staffed with high-learning orientation members are especially likely to adapt. [21] Moreover, team members' self-leadership, conscientiousness, and attitudes could also influence team adaptive ...
Performance orientation-refers to the extent to which an organization or society encourages and rewards group members for performance improvement and excellence. Assertiveness orientation - is the degree to which individuals in organizations or societies are assertive, confrontational, and aggressive in social relationships.
Since its initial development, high-commitment management has been driven by self-regulated behavior and performance-driven group dynamics. [7] Contrary to top-down leadership practices, high-commitment management took form as leaders engaged and listened to people, allowing ideas from different levels of the organization to push the firm forward.
Some personality types commonly act spontaneously (low self-monitors) and others are more apt to purposely control and consciously adjust their behavior (high self-monitors). [4] Recent studies suggest that a distinction should be made between acquisitive and protective self-monitoring due to their different interactions with metatraits. [ 5 ]