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Fiedler's situational contingency theory holds that group effectiveness depends on an appropriate match between a leader's style (essentially a trait measure) and the demands of the situation. In other words, effective leadership is contingent on matching leader's style to the right setting. [4]
The MLQ Self is composed of 36 items and was designed to assess how the leader perceives their own leadership behaviors. Psychometrics are not available for the MLQ Self as a stand-alone assessment of leadership styles. The MLQ Self measures transformational leadership, transactional leadership, and passive/avoidant behaviors.
The contingency approach to leadership was influenced by two earlier research programs endeavoring to pinpoint effective leadership behavior. During the 1950s, researchers at Ohio State University administered extensive questionnaires measuring a range of possible leader behaviors in various organizational contexts.
Leadership performance" may refer to the career success of the individual leader, performance of the group or organization, or even leader emergence. Each of these measures can be considered conceptually distinct. While they may be related, they are different outcomes and their inclusion should depend on the applied or research focus. [139]
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 ...
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 ...