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The Three Levels of Leadership model attempts to combine the strengths of older leadership theories (i.e. traits, behavioral/styles, situational, functional) while addressing their limitations and, at the same time, offering a foundation for leaders wanting to apply the philosophies of servant leadership and "authentic leadership". [2]
Another model that has emerged in the trait leadership literature is the Integrated Model of Leader Traits, Behaviors, and Effectiveness. [3] This model combines traits and behaviors in predicting leader effectiveness and tested the mediation effect of leader behaviors on the relationship between leader traits and effectiveness.
Research has found that this leadership style is one of the most effective and creates higher productivity, better contributions from group members, and increased group morale. Democratic leadership can lead to better ideas and more creative solutions to problems because group members are encouraged to share their thoughts and ideas.
"Ideal Interpersonal Relations" is what would correspond to "moderate" expressed and wanted scores; "Anxious Interpersonal Relations" was subdivided into rows of "Too much activity" (covering high expressed scores) and "Too little activity" (covering low expressed scores); both being divided into "Act" and "feel".
Spencer-Oatey and Lazidou [10] also apply it to a range of workplace relationships and issues in their TRIPS rapport management model. TRIPS is an acronym, with T standing for Triggers – sensitivities that can enhance or undermine rapport. The two axes of the interpersonal circumplex are identified as two of the rapport Triggers.
The Fiedler contingency model argues that three situational components can determine whether task-oriented or relationship-oriented leadership is the better fit for the situation: Leader-Member Relations, referring to the degree of mutual trust, respect and confidence between the leader and the subordinates.
This model suggests the selection of a leadership style of groups decision-making. Leader Styles. The Vroom-Yetton-Jago Normative Decision Model helps to answer above questions. This model identifies five different styles (ranging from autocratic to consultative to group-based decisions) on the situation and level of involvement. They are:
The TMLQ is composed of 50 items and is designed for adults who work in a team. It represents an extension of the definition of transformational leadership from the individual to the collective. The TMLQ measures team transformational leadership, team transactional leadership, team passive/avoidant behaviors, and team outcomes of leadership.