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Annual Review of Psychology
Volume 60, 2009, review article, leadership: current theories, research, and future directions.
- Bruce J. Avolio 1 , Fred O. Walumbwa 2 , and Todd J. Weber 3
- View Affiliations Hide Affiliations Affiliations: 1 Department of Management, University of Nebraska, Lincoln, Nebraska 68588-0491; email: [email protected] 2 Department of Management, The Arizona State University, Glendale, Arizona 85306-4908; email: [email protected] 3 Department of Management, University of Nebraska, Lincoln, Nebraska 68588-0491; email: [email protected]
- Vol. 60:421-449 (Volume publication date January 2009) https://doi.org/10.1146/annurev.psych.60.110707.163621
- © Annual Reviews
This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.
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Publication Date: 10 Jan 2009
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Leadership: A Comprehensive Review of Literature, Research and Theoretical Framework
22 Pages Posted: 11 Feb 2020
Sait Revda Dinibutun
American university of the middle east (aum).
Date Written: January 17, 2020
This paper provides a comprehensive literature review on the research and theoretical framework of leadership. The author illuminates the historical foundation of leadership theories and then clarifies modern leadership approaches. After a brief introduction on leadership and its definition, the paper mentions the trait theories, summarizes the still predominant behavioral approaches, gives insights about the contingency theories and finally touches the latest contemporary leadership theories. The overall aim of the paper is to give a brief understanding of how effective leadership can be achieved throughout the organization by exploring many different theories of leadership, and to present leadership as a basic way of achieving individual and organizational goals. The paper is hoped to be an important resource for the academics and researchers who would like to study on the leadership field.
Keywords: Behavioral Approach, Contemporary Theories, Contingency Theories, Leadership, Servant Leadership, Trait Theories, Transactional Leadership, Transformational Leadership
Suggested Citation: Suggested Citation
Sait Revda Dinibutun (Contact Author)
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Literature Review on Leadership Theories
- Sultan Aalateeg
- Published 2017
- Business, Psychology
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Exploring purpose-driven leadership: theoretical foundations, mechanisms, and impacts in organizational context.
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1. Introduction
2. theoretical perspectives on leadership: an evolutionary analysis, 3. purpose-driven leadership: a new perspective on leadership, 4. methodology.
- Conceptualization of Purpose-Driven Leadership.
- Importance of Purpose-Driven Leadership in contemporary research and practice.
- Theoretical foundations of Purpose-Driven Leadership.
- Mechanisms and impacts of Purpose-Driven Leadership.
- The role of purpose in navigating times of VUCA.
- Measurement approaches for purpose in leadership.
5. Findings
5.1. purpose-driven leadership research landscape, 5.2. purpose, organizational purpose, and purpose-driven leadership.
- Consistency: Purpose does not manifest as a fleeting intention but is grounded in its enduring nature ( Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ; Knippenberg 2020 ). Demonstrating resilience against ephemeral shifts in external conditions or situational variances, purpose consistently maintains its vigor and steadfastness ( Rindova and Martins 2023 ; Trachik et al. 2020 ). It acts as a constant lodestar amid the dynamic terrains of both personal and professional spheres ( Bhattacharya et al. 2023 ; Qin et al. 2022 ; Rindova and Martins 2023 ).
- Generality: In contradistinction to a limited, task-centric objective, purpose is distinguished by its comprehensive scope ( By 2021 ; Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ). Instead of being confined to proximate tasks or circumscribed aims, purpose spans a more expansive purview ( By 2021 ; Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ). This ubiquity of purpose guarantees its applicability across multifarious contexts ( By 2021 ; Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ).
- Two dimensions: - Internal Dimension: The internal dimension of purpose refers to the individuals’ intrinsic motivations and impulses, which are connected to their sense of purpose ( Crane 2022 ; Knippenberg 2020 ). It serves as a source of meaning, supporting the rationale of every decision, direction, or objective delineated ( Handa 2023 ; Jasinenko and Steuber 2023 ). This introspective aspect emphasizes the congruence and alignment between an individual and their purpose ( Gavarkovs et al. 2023 ; Jasinenko and Steuber 2023 ). - External Dimension: Beyond its internal impact, the influence of purpose extends to the external environment, through the efforts generated by the individual within their context ( By 2021 ; Gavarkovs et al. 2023 ; Handa 2023 ; Jasinenko and Steuber 2023 ). This is underpinned by the individual’s commitment to promoting positive change in a broader environment ( Ocasio et al. 2023 ; Qin et al. 2022 ).
- Daily embodiment and expression: Purpose manifests as a palpable instantiation in quotidian activities since it is part of every decision and action made ( By 2021 ; Jasinenko and Steuber 2023 ). Such perennial articulation provides consistency and influences daily activities ( Bronk et al. 2023 ; Hurth and Stewart 2022 ; Ocasio et al. 2023 ).
5.2.1. Attributes of Purpose-Driven Leadership
5.2.2. purpose-driven leadership construct conceptualization, 5.3. theoretical foundations of purpose-driven leadership, 5.4. mechanisms and impacts of purpose-driven leadership, 5.4.1. potential antecedents, 5.4.2. potential outcomes, 5.4.3. potential mediators, 5.4.4. potential moderatos, 5.5. purpose-driven leadership as a guiding light, 5.6. measurement approaches for purpose-driven leadership, 6. discussion, 7. conclusions, supplementary materials, author contributions, data availability statement, conflicts of interest.
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Click here to enlarge figure
Journal | Publications per Journal | Journal | Citations per Journal |
---|---|---|---|
Strategy Science | 4 | Frontiers in Psychology | 143 |
Frontiers in Psychology | 3 | Journal of Change Management | 49 |
Journal of Change Management | 2 | Journal of Hospitality and Tourism Management | 44 |
New directions for student leadership | 2 | Organizational Psychology Review | 24 |
Purushartha | 2 | Service Industries Journal | 24 |
Aspect | Individual Purpose | Organizational Purpose |
---|---|---|
A consistent and generalized intention to do something that is simultaneously personally meaningful and holds relevance to the world ( ; ). It acts as a foundational and central self-organizing life aim, guiding and stimulating goals and behaviors ( ; ), and providing a sense of meaning ( ; ). | The foundational reason why the organization exists ( ; ; ) that guides all the activities ( ; ), provides direction ( ; ) and unification ( ; ), and drives meaning ( ; ). It is rooted rooted in the deepest level of an organization’s identity ( ; ). | |
1. : Enduring nature ( ; ; ), and resilience against changes ( ; ). 2. : Comprehensive scope, applicable in many contexts ( ; ; ). 3. : Manifestation in daily activities and decisions ( ; ). | 1. : Genuine reflection of organizational values ( ; ). 2. : Global scope and potential ( ; ). 3. : Impact on internal and external stakeholders ( ; ; ). 4. : Ambition for significant future objectives ( ; ; ). 5. : Providing a path or route ( ; ). 6. : Connecting individuals around a shared purpose ( ; ). 7. : Capacity to bring change or innovation ( ; ). 8. : Energizing actions and behaviors ( ; ; ). | |
: Individuals’ intrinsic motivations ( ; ). : Impact on the external context ( ; ; ; ). | : Intrinsic motivations and values that drive an organization ( ; ). : External demands, societal needs, environmental considerations ( ; ; ). | |
Found in everyday actions, decisions, and goals ( ; ). | Embodied in the organization’s identity, activities, and stakeholder interactions ( ; ). |
Outcomes | Sources | Outcomes | Sources |
---|---|---|---|
Adaptability/Agility | ( ), ( ), ( ), ( ), and ( ) | Organizational commitment | ( ), ( ), ( ), ( ), ( ), and ( ) |
Alignment to change management | ( ), ( ), and ( ) | Organizational culture | ( ), ( ), ( ), ( ), and ( ) |
Competitive advantage | ( ), ( ), ( ), ( ), ( ), and ( ) | Organizational learning | ( ), ( ), ( ), and ( ) |
Creativity/Innovation | ( ), ( ), ( ), ( ), ( ), ( ), and ( ) | Organizational performance | ( ), ( ), ( ), ( ), ( ), ( ), and ( ) |
Employee organizational trust | ( ) | Organizational reputation | ( ) and ( ) |
Employee performance | ( ), ( ), ( ), ( ), and ( ) | Positive effects on individuals outside the organization | ( ), and ( ) |
Employee turnover reducing | ( ), ( ), ( ), ( ), ( ), and ( ) | Resilience | ( ), ( ), ( ), ( ), and ( ) |
Employer attractiveness | ( ), and ( ) | Self-efficacy | ( ), ( ), ( ), and ( ) |
Financial value | ( ), ( ), ( ), ( ), ( ), ( ), and ( ) | Self-realization | ( ), and ( ) |
Fulfillment of human needs | ( ), ( ), ( ), and ( ) | Sense of oneness | ( ), ( ), and ( ) |
Guidance/Direction | ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), and ( ) | Shared identity | ( ), ( ), ( ), and ( ) |
Job satisfaction | ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), and ( ) | Significance | ( ), ( ), ( ), ( ), and ( ) |
License to operate | ( ), ( ), ( ), and ( ) | Stakeholder trust and legitimacy | ( ), ( ), and ( ) |
Marketing | ( ), ( ), ( ) | Stakeholders’ wellbeing | |
Meaning | ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), and ( ) | Trust | ( ), ( ), ( ), ( ), and ( ) |
Mitigate the risk of suicide | ( ), ( ), and ( ) | Wellbeing | ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), and ( ) |
Motivation | ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), ( ), and ( ) | Work effectiveness | ( ), ( ), and ( ) |
Organizational cohesion | ( ), ( ), and ( ) | Work engagement | ( ), ( ), ( ), ( ), ( ), and ( ) |
Mediator | Outcomes | Sources |
---|---|---|
Stakeholder trust and legitimacy | License to operate | ( ), ( ), and ( ) |
Stakeholders’ wellbeing | ||
Organizational reputation | ||
Employee organizational trust | ||
Organizational performance | ||
Employee performance | Organizational performance | ( ), ( ), ( ), ( ) |
Financial value | ||
Work effectiveness | ||
Wellbeing | Employee performance | ( ), ( ), ( ), and ( ) |
Fulfillment of human needs | ||
Mitigate the risk of suicide | ||
Work engagement | ||
Meaning/Significance | Self-realization | ( ), ( ), ( ), ( ), ( ), and ( ) |
Fulfillment of human needs | ||
Shared identity | ||
Organizational cohesion | ||
Shared identity | Organizational cohesion | ( ), ( ), ( ), ( ), and ( ) |
Sense of oneness | ||
Employee organizational trust | ||
Job satisfaction | Employee performance | ( ), ( ), ( ), ( ), ( ) |
Work engagement | ||
Employee organizational trust | ||
Employee turnover reducing | ||
Motivation | Job satisfaction | ( ), ( ), ( ), and ( ) |
Work engagement | ||
Employee performance | ||
Guidance/Direction | Organizational commitment | ( ), ( ), ( ), ( ), and ( ) |
Alignment to change management | ||
Organizational learning | ||
Work effectiveness | ||
Organizational commitment | Employee performance | ( ), ( ), ( ), ( ), and ( ) |
Work engagement | ||
Organizational performance | ||
Alignment to change management | ||
Employee turnover reducing | ||
Trust | Organizational cohesion | ( ), ( ), and ( ) |
Stakeholder trust and legitimacy | ||
Employee organizational trust | ||
Sense of oneness | Shared identity | ( ), ( ), ( ), and ( ) |
Meaning | ||
Trust | ||
Organizational cohesion | ||
Mitigate the risk of suicide | ||
Self-realization | Self-efficacy | ( ), and ( ) |
Meaning | ||
Significance | ||
Resilience | ||
Self-efficacy | Self-realization | ( ), ( ), ( ), and ( ) |
Adaptability/Agility | ||
Resilience | ||
Work effectiveness | ||
Employee performance | ||
Adaptability/Agility | Organizational performance | ( ), ( ), ( ), and ( ) |
Resilience | ||
Competitive advantage | ||
Alignment to change management | ||
Resilience | Self-realization | ( ), ( ), ( ), ( ), and ( ) |
Adaptability/Agility | ||
Organizational performance | ||
Creativity/Innovation | Work engagement | ( ), ( ), ( ), and ( ) |
Organizational learning | ||
Organizational performance | ||
Work engagement | Employee performance | ( ), ( ), ( ), ( ), and ( ) |
Job satisfaction | ||
Motivation | ||
Work effectiveness | Employee performance | ( ), ( ), and ( ) |
Financial value | ||
Organizational performance | ||
Employee organizational trust | Organizational commitment | ( ), and ( ) |
Stakeholder trust and legitimacy | ||
Shared identity | ||
Employee turnover reducing | ||
Alignment to change management | Organizational learning | ( ), ( ), ( ), ( ), and ( ) |
Organizational commitment | ||
Adaptability/Agility | ||
Organizational performance | ||
Organizational learning | Creativity/Innovation | ( ), ( ), and ( ) |
Organizational performance | ||
Alignment to change management | ||
Organizational culture | ||
Positive effects on individuals outside the organization | Stakeholders’ wellbeing | ( ) |
Organizational reputation | ||
Employer attractiveness | ||
Organizational culture | Organizational learning | ( ); ( ), ( ), ( ), and ( ) |
Employer attractiveness | ||
Organizational performance | ||
Employee organizational trust | ||
Marketing | Employer attractiveness | ( ), ( ), and ( ) |
Organizational reputation | ||
Financial value | ||
Organizational reputation | Stakeholder trust and legitimacy | ( ), ( ), ( ), and ( ) |
License to operate | ||
Marketing | ||
Employer attractiveness | ||
Competitive advantage | Financial value | ( ), ( ), ( ), ( ), and ( ) |
Organizational performance | ||
Creativity/Innovation | ||
Organizational cohesion | Sense of oneness | ( ), ( ), ( ), and ( ) |
Significance |
Moderator | Outcomes | Sources |
---|---|---|
Perception of impact | Meaning | ( ) |
Motivation | ||
Job satisfaction | ||
Resilience | ||
Employee performance | ||
Employer attractiveness | ||
Autonomy | Wellbeing | ( ), ( ), ( ), ( ), ( ), ( ), ( ), and ( ) |
Motivation | ||
Sense of oneness | ||
Creativity/Innovation | ||
Authenticity | Meaning | ( ), ( ), ( ), and ( ) |
Trust | ||
Motivation | ||
Balance (Work-life balance) | Employee performance | ( ), ( ), and ( ) |
Meaning/Significance | ||
Work engagement | ||
Positive effects on individuals outside the organization | ||
Communication | Organizational performance | ( ), ( ), ( ), and ( ) |
Shared identity | ||
Organizational commitment | ||
Adaptability/agility | ||
Work effectiveness | ||
Organizational culture | ||
Organizational cohesion |
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Ribeiro, M.F.; Costa, C.G.d.; Ramos, F.R. Exploring Purpose-Driven Leadership: Theoretical Foundations, Mechanisms, and Impacts in Organizational Context. Adm. Sci. 2024 , 14 , 148. https://doi.org/10.3390/admsci14070148
Ribeiro MF, Costa CGd, Ramos FR. Exploring Purpose-Driven Leadership: Theoretical Foundations, Mechanisms, and Impacts in Organizational Context. Administrative Sciences . 2024; 14(7):148. https://doi.org/10.3390/admsci14070148
Ribeiro, Marco Ferreira, Carla Gomes da Costa, and Filipe R. Ramos. 2024. "Exploring Purpose-Driven Leadership: Theoretical Foundations, Mechanisms, and Impacts in Organizational Context" Administrative Sciences 14, no. 7: 148. https://doi.org/10.3390/admsci14070148
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Leadership: Literature Reviews, Theories and Research
This article reviews and evaluates major leadership theories and summarizes findings from empirical research on leadership. Styles, models and theories of leadership are elucidately presented. After the differentiation on leadership and management from the views of different scholars, the article discusses a literature review of the past and the most recent theories of leadership, summarizes the views from different scholars accompanied by a substantial research and studies relevant to the theories. Some theory affecting leaderships are given while associating criticisms and controversies are also illustrated. Major topics include functional theory, neo-emergent theory, and transformational theory and dispersed leadership. An integrating synthesis from the author is presented to show leadership implication.
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The present paper presents the GLOBE leadership behaviour of humane orientation as a moral construct within the ethical leadership theories of transformational leadership, servant leadership, and authentic leadership. A discussion of the country cultures of the United States, China, and Mexico and an articulation of how each of these theories is received and practiced in response to the leadership behaviour of humane orientation support the use of these theories in all three countries' cultures. In particular, the use of these theories may be advantageous in increasing the use of humane-oriented behaviours in these country cultures, which supports an expressed humane orientation value in the United States, China, and Mexico.
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Servant leadership (SL) is a theoretical framework that defines a leader’s primary motivation and role as service to others. It introduces a holistic approach to work, advocates a sense of community, and promotes the sharing of power in decision making by showing humility, authenticity, and stewardship. Servant leader also develops and empowers employees by standing back, encouraging to be autonomous, and by forgiving mistakes. On the other hand, the Leader Member Exchange (LMX) Theory explores the one-on-one relationship between a leader and the individual follower independently, instead of focusing on the general relationship between the leader and the group as a whole. The objective of this study is to test the effect of SL on job satisfaction (JS) in Turkish business context and to identify the mediator effects of LMX on the relationship between SL and JS by quantitative data obtained from Information and Communication Technologies (ICT) Sector companies in Turkey. The multidimensional leadership measure developed by Van Dierendonck and Nuijten (2011), four-dimension LMX Measure of Liden and Maslyn (1998), and short form of Minnesota Job Satisfaction Questionnaire (MSQ) developed by Weiss, Dawis, England, and Lofquist (1967) were used as assessment tools on questionnaire. Research results show that there is a partial mediator effect of LMX on the relationship between SL and JS.
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The world today is experiencing a leadership crisis. One thing is evident: The leadership style that worked in the industrial economy will not work today where integrity and creativity are crucial if an organization is to thrive. We live in an information/knowledge economy defined by accelerating change, flux, globalization, instability, and the need to adapt quickly. This paper describes various leadership styles that include transformational leadership, servant leadership, spiritual leadership, Level 5 leadership, compassionate leadership, ethical leadership, benevolent leadership, and more. Successful leaders will develop a leadership style that works best for their organizations and avoid becoming narcissistic and totally self-absorbed, traits that can destroy their corporations.
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The role of ethics in leadership studies is very important for organizations. Leadership without ethics and integrity can be harmful both for the organizational stakeholders and society. The high-profiled scandals and the leadership involvement in unethical activities caused increase attention of the scholars and mainstream media in the leadership ethics (Hartog, 2015). This resulted a growing research in the field of ethical leadership behavior. For this reason, the present study review ethics-related leadership including ethical leadership and other ethic-related leadership theories to better understand the importance of the ethics and morality in these leadership constructs. This study also presented a comprehensive review on ethical leadership and its similarities and differences with other related leadership styles. Another focus of this study was to present the definitions of each leadership style and their scales, and to establish that how ethical leadership is distinct from each leadership style. Future directions and conclusion are presented in the last of the paper.
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The Biden campaign has attacked Donald J. Trump’s ties to the conservative policy plan that would amass power in the executive branch, though it is not his official platform.
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Here is what to know about Project 2025, and who is behind it.
What is Project 2025?
Project 2025 was spearheaded by the Heritage Foundation and like-minded conservative groups before Mr. Trump officially entered the 2024 race. The Heritage Foundation is a think tank that has shaped the personnel and policies of Republican administrations since the Reagan presidency.
The project was intended as a buffet of options for the Trump administration or any other Republican presidency. It’s the latest installment in the Heritage Foundation’s Mandate for Leadership series, which has compiled conservative policy proposals every few years since 1981. But no previous study has been as sweeping in its recommendations — or as widely discussed.
Kevin Roberts, the head of the Heritage Foundation, which began putting together the latest document in 2022, said he thought the American government would embrace a more conservative era, one that he hoped Republicans would usher in.
“We are in the process of the second American Revolution,” Mr. Roberts said on Real America’s Voice, a right-wing cable channel, in early July, adding pointedly that the revolt “will remain bloodless if the left allows it to be.”
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century include: the Great Man theory, Trait theory, Process leadership theory, Style and Behavioral theory, Transformational, Transactional and Laissez Faire leadership theory. 1. INTRODUCTION ...
This paper provides a comprehensive literature review on the research and theoretical framework of leadership. The author illuminates the historical foundation of leadership theories and then ...
Idealized influence creates values that inspire, establish sense, and engender a sense of purpose amongst people. Idealized influence is inspirational in nature. It builds attitudes about what is significant in life. Idealized influence is related with charismatic leadership (Yukl, 1999; Shamir et al., 1993).
Over the years there have been a number of theories addressing the understanding of leadership, including great man theory, trait theory of leadership, behavioral theories, contingency theories, and contemporary leadership theories as charismatic leadership, transformational leadership, transactional leadership, and servant leadership theory. 3.1.
Numerous explanations, classifications, theories and definitions about leadership, exist in the contemporary literature. Substantial effort has gone in to classify and clarify different dimensions of active leadership thus, generating considerable organizational and social research of leadership styles and behaviors. Many researchers and practitioners have developed a consensus that the ...
Lincoln, NE 68588-0491; email: [email protected]. Abstract. This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently ...
This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership ...
This paper provides a comprehensive literature review on the research and theoretical framework of leadership. The author illuminates the historical foundation of leadership theories and then clarifies modern leadership approaches. After a brief introduction on leadership and its definition, the paper mentions the trait theories, summarizes the ...
The leadership literature suffers from a lack of theoretical integration (Avolio, 2007, American Psychologist, 62, 25-33).This article addresses that lack of integration by developing an integrative trait-behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational-transactional ...
authors found that the leadership theories included in their reviews were all significantly related to organiza-tional learning. They concluded that more research is needed that compares the potentially differing relations between the various leadership theories and learning. Forinstance,Xie(2019)suggestedthatservantleadership
Of particular significance in the present review is an examination of the extent of empirical support for leadership theories concerned specifically with leadership behaviors that are deemed to be facilitative of learning, as opposed to more traditional and broad leadership theories such as transformational and servant leadership.
Literature Review on Leadership TheoriesIOSR Journal of Business and Management (IOSR-JB. ) e-ISSN: 2278-487X. p-ISSN: 2319-7668. Volume 19, Issue 11. Ver.III (Novem. n Leadership Theories Sultan Aalateeg11(Business Administration Depar. ment/ Almajmaa University, Saudi Arabia. PhD Candidate of Economics and Management o.
Literature Review on Leadership Theories. Sultan Aalateeg. Published2017. Business, Psychology. The leadership research in the last two decades evolved mainly under the following philosophies : trait school, focused on leaders' dispositions ; behavioral school, concerned with leaders' behaviors ; contingency school, focused on leadership ...
Result 3: Our literature review suggests that EI is positively related to "servant leader-ship behavior" by the mediator of "servant leadership attitude.". Core self-evaluation. Flynn et al. (2016) attested a relationship between a leader's core self-evaluation (CSE) and the adoption of servant leadership behavior.
The Situational Theory of Leadership Source: self-created; with reference to Hersey and Blanchard 70 3. The path-goal theory: In 1971 the scholar House 73 , an Ohio State University alumni ...
2.4.3 Path-goal Leadership Theory The Path-goal Leadership Theory was developed by Robert House, based on an early version of the theory by M.G. Evans, and published in 1971 (House, 1971). House formulated a more elaborate version of Evans's theory, which included situational variables.
The leadership paradigms proposed by Lussier and Achua (2009) are; The Trait Theory paradigm (1900s to 1940s) which attempts to explain distinctive characteristics accounting for leadership effectiveness; the Behavioral Leadership Theory paradigm (1940s to 1950s) that attempts to define distinctive styles used by effective leaders or to define ...
A Focussed Literature Review of Power And Influence Leadership Theories Asia Pacific Journal of Health Management 2021; 16(2):i807. doi: 10.24083/apjhm.v16i2.807 2 THEORY GROUP EXPLANATION RESEARCHERS AND YEARS Ethical leadership uses ethical concepts of Rawls, (1971) situational ethics, cultural relativism, Greenleaf (1977) professional ethics ...
Leadership has been extensively studied in organizational contexts, with numerous theories examining how leaders influence success and employee engagement. Most recently, integrating organizational purpose—the core reason for an organization's existence—into leadership has garnered substantial interest, resulting in the underdeveloped concept of Purpose-Driven Leadership. This paper ...
Investigation of the leadership theories from a critical perspective is conducted in the following logical sequence, such as the introduction, literature review, methodological tools of the ...
See Full PDFDownload PDF. Leadership: Literature Reviews, Theories and Research Medel O. Cabalsa College of Applied Medical Sciences. Buraydah College. Qassim Saudi Arabia [email protected] Abstract This article reviews and evaluates major leadership theories and summarizes findings from empirical research on leadership.
The research is organized as follows: after this introduction, section Literature review presents the literature review and supports the research hypotheses development regarding the relationship between ICs, export performance and cost leadership and cost focus competitive strategies. Section Methods presents the methodology used.
This Narrative Theoretical Literature Revi ew relates to the evolution and t ranslation of two contemporary leadership. theories and anchors these to a leadership theory framework that d ...
The Biden campaign has attacked Donald J. Trump's ties to the conservative policy plan that would amass power in the executive branch, though it is not his official platform. By Simon J. Levien ...
ISSN:2958-5074 pISSN:2958-5066. Volume No:2 Issue No:2 (2023) 937. A Literature Review on Leadership Style and Organizational Change Management. Neil Shah. Doctor of Business Administration ...