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Fernand Paul Achille Braudel (French: [fɛʁnɑ̃ bʁodɛl]; 24 August 1902 – 27 November 1985) was a French historian.His scholarship focused on three main projects: The Mediterranean (1923–49, then 1949–66), Civilization and Capitalism (1955–79), and the unfinished Identity of France (1970–85).
More generally, criticisms of structuralism by Pierre Bourdieu led to a concern with how cultural and social structures were changed by human agency and practice, a trend which Sherry Ortner has referred to as 'practice theory'. One example is Douglas E. Foley's Learning Capitalist Culture (2010), in which he applied a mixture of structural and ...
Contingency theory of leadership In the contingency theory of leadership, the success of the leader is a function of various factors in the form of subordinate, task, and/ or group variables. The following theories stress using different styles of leadership appropriate to the needs created by different organizational situations.
Consideration and initiating structure are two dimensions of leader behavior identified in 1945 as a result of the Ohio State Leadership Studies. Reviews of research on these dimensions are described in Stogdill's Handbook of leadership: A survey of theory and research and Littrell's Explicit leader behaviour .
[1]: 17 His theory has been adopted by those with structuralist inclinations, but who wish to situate such structures in human practice rather than to reify them as an ideal type or material property. (This is different, for example, from actor–network theory which appears to grant a certain autonomy to technical artifacts.)
While the structure–agency debate has been a central issue in social theory, and recent theoretical reconciliation attempts have been made, structure–agency theory has tended to develop more in European countries by European theorists, while social theorists from the United States have tended to focus instead on the issue of integration ...
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Research suggests that this leadership style can reduce job satisfaction and engagement, making employees feel less connected to the organization and more likely to leave. While it may effectively achieve short-term goals, the lack of collaboration can create a workplace environment where employees feel undervalued or overly controlled.