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John Paul Kotter is the Konosuke Matsushita Professor of Leadership, Emeritus, at the Harvard Business School, [1] an author, [2] and the founder of Kotter International, a management consulting firm based in Seattle and Boston. [3]
Kotter's change-theory example [ edit ] The Centers for Disease Control and Prevention (CDC) conducted an analysis at a federally qualified health center in Kentucky and looked to "improve its delivery of preventive care services, close care gaps, and reduce health disparities among its patient population."
The Washington Post describes The Leadership Challenge as a "business-meets-self help canon." [1] Carmine Gallo and Tom Gerace have cited The Leadership Challenge as an important book in developing their leadership skills. [5] [16] Verne Harnish described the book as "one of the five most important leadership books ever written." [17]
A leadership style is a leader's method of providing direction, ... Examples of authoritarian leadership include a police officer directing traffic, a teacher ...
The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing a new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility ...
Transformational leadership is a leadership theory in which a leader's behaviors influence their followers, inspiring them to perform beyond their perceived capabilities. This style of leadership encourages individuals to achieve unexpected or remarkable results by prioritizing their collective vision over their immediate self-interests.
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.
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.