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Situational Leadership is the idea that effective leaders adapt their style to each situation. No one style is appropriate for all situations. Leaders may use a different style in each situation, even when working with the same team, followers or employees.
"The Functions of the Executive Revisited" (PDF) Retrieved May 6, 2012 . (Paper published as: "Keieisha no Yakuwari Saihou."（「『経営者の役割』再訪」） Pages 3–17, translated into Japanese by T. Nishioka, in K. Kato & H. Meshino (Eds.), Barnard: Gendai Shakai to Soshiki Mondai [ Commemorative Papers for the Centenary of C.I ...
Situational ethics is a form of consequentialism (though distinct from utilitarianism in that the latter's aim is "the greatest good for the greatest number") that focuses on creating the greatest amount of love.
The situational theory of publics, developed by Professor James E. Grunig in University of Maryland, College Park, defines that publics can be identified and classified in the context to which they are aware of the problem and the extent to which they do something about the problem.
Luhut was born on 28 September 1947 in Simargala, a small hamlet in Toba, North Sumatra, as the eldest child and only son of the five children. [1] His father, Bonar Pandjaitan (died 1982), was a retired soldier who became a Sibualbuali bus driver and executive of Caltex Petroleum Corp in Indonesia and was sent to Cornell University in the United States. [2]