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Learn about the theory created by Paul Hersey and Ken Blanchard, which suggests that effective leaders adapt their style to each situation. Compare the four leadership styles and the four performance readiness levels, and see the differences between Hersey and Blanchard versions of the model.
Trait leadership is the study of personal characteristics that reflect leader effectiveness across situations. Learn about the origins, criticisms, and recent developments of trait leadership theory, and the categories and examples of leader traits.
Leadership is the ability to influence or guide others, and it has been studied from various perspectives and contexts. Learn about the historical views, theories, and approaches to leadership from different cultures and disciplines.
Learn about the functional leadership theory, which focuses on the actions and behaviors of leaders rather than their traits. Find out the eight functions of leadership, the criticism of the model, and the implications for the nature versus nurture debate.
Implicit leadership theory (ILT) is a cognitive theory of leadership that suggests individuals have implicit expectations and assumptions about the personal characteristics of leaders. ILTs vary across individuals, cultures, and contexts, and can influence perceptions, responses, and biases toward leaders.
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 ...
Learn about two models of leadership that focus on different aspects of work: task-oriented (performance maintenance) and relationship-oriented (interaction maintenance). Compare their qualities, benefits, drawbacks, and effects on team outcomes.
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. [1]The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal ...