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In Forsyth, the leadership substitute theory is defined as "a conceptual analysis of the factors that combine to reduce or eliminate the need for a leader." [1] A leader may find that behaviors focusing on nurturing interpersonal relationships, or coordinating tasks and initiating structure, are not required in every situation. A study by Kerr ...
Beyond the leader's mood, her/his behavior is a source for employee positive and negative emotions at work. The leader's behavior creates situations and events that lead to emotional response, for example by giving feedback, allocating tasks, and distributing resources.
Transformational leadership is a leadership style 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-inter
Scouller distinguished between the behaviors involved in influencing two or more people simultaneously (what he called "public leadership") from the behavior needed to select and influence individuals one to one (which he called private leadership). He listed 34 distinct "public leadership" behaviors and a further 14 "private leadership" behaviors.
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
The directive path-goal clarifying leader behavior refers to situations where the leader lets followers know what is expected of them and tells them how to perform their tasks. The theory argues that this behavior has the most positive effect when the subordinates' role and task demands are ambiguous and intrinsically satisfying. [6]
The full range of leadership model (FRLM) is a general leadership theory focusing on the behavior of leaders towards the workforce in different work situations. The FRLM relates transactional and transformational leadership styles with laissez-faire leadership style.
Positive organizational behavior (POB) is defined as "the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace" (Luthans, 2002a, p. 59).