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Direct repression is a form of repression where the state targets an opposing political actor by obvious violent action. The target is clearly aware of the harm that is caused to their life and livelihood. Direct repression does not exclusively occur within the boundaries of a state, but also across borders. [23]
Anti-oppressive practice is an interdisciplinary approach primarily rooted within the practice of social work that focuses on ending socioeconomic oppression.It requires the practitioner to critically examine the power imbalance inherent in an organizational structure with regards to the larger sociocultural and political context in order to develop strategies for creating an egalitarian ...
Research and theory development on social oppression has advanced apace since the 1980s with the publication of seminal books and articles, and the cross-pollination of ideas and discussion among diverse disciplines, such as feminism, sociology, psychology, philosophy, and political science. Nonetheless, more fully understanding the problem ...
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 ...
Personal development is an important aspect of leadership. [13] The need for programs and courses specializing in personal development is widely accepted across a variety of fields from science [14] to religion. [15] Leadership programs focus on both the outward display or leadership and the inward attitudes, behaviors, and beliefs.
Repression may refer to: Memory inhibition, the ability to filter irrelevant memories from attempts to recall; Political repression, the oppression or persecution of an individual or group for political reasons; Psychological repression, the psychological act of excluding desires and impulses from one's consciousness
The managerial grid model or managerial grid theory (1964) is a model, developed by Robert R. Blake and Jane Mouton, of leadership styles. [1] This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.
In contrast to the two above leadership styles, transformational leadership follows a different, more long-term oriented philosophy: Short-term, egotistic goals, are substituted by long-term, higher-ranked values and ideals. This paradigm change usually increases commitment, self-confidence, and employee satisfaction. [8]