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Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations. [1] [2]
The third level – personal leadership – is an "inner" level and concerns a person's leadership presence, knowhow, skills, beliefs, emotions and unconscious habits. "At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him.
Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures [jargon]. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power.
Personal characteristics that are associated with successful leadership development include leader motivation to learn, a high achievement drive and personality traits such as openness to experience, an internal focus of control, and self-monitoring. In order to develop individual leaders, supervisors or superiors must conduct an individual ...
Consideration and initiating structure are two dimensions of leader behavior identified in 1945 as a result of the Ohio State Leadership Studies. Reviews of research on these dimensions are described in Stogdill's Handbook of leadership: A survey of theory and research and Littrell's Explicit leader behaviour .
This leads to subordinates having a free hand in deciding policies and methods. Studies have shown that while transformational leadership styles are associated with positive outcomes, laissez-faire leadership is associated with negative outcomes, especially in terms of follower satisfaction with leader and leader effectiveness. [27]
An authoritarian style of leadership may create a climate of fear, leaving little or no room for dialogue, and where subordinates may regard complaining as futile. [8] As such, authoritarian styles have sometimes been associated with reduced group-member satisfaction as compared to that in more democratic leadership styles. [9] [page needed]
The path–goal theory, also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of his or her ...