Relevant bibliographies by topics / Situational leadership theories

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Situational leadership theories'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Situational leadership theories"

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Basinskaya, Irina, Oleg Radyuk, and Iryna Nekhviadovich. "SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES." Науковий часопис НПУ імені М. П. Драгоманова. Серія 12. Психологічні науки, no. 11 (2020): 5–23. http://dx.doi.org/10.31392/npu-nc.series12.2020.11(56).01.

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Cote, Robert. "A Comparison of Leadership Theories in an Organizational Environment." International Journal of Business Administration 8, no. 5 (2017): 28. http://dx.doi.org/10.5430/ijba.v8n5p28.

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This analysis will review three leadership theories focusing on how leader’s influence and motivate employees to accomplish tasks and goal achievement in an organizational environment. The three theories chosen are: (1) Situational Leadership Theory, (2) Path-Goal Leadership Theory, and (3) Leader-Member (LMX) Theory. In each leadership theory, background information, development and effectiveness, and strengths and weaknesses will be analyzed. Also, each leadership theory will be compared and contrasted according to similarities and differences. After each of these theories of leadership is r
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Wofford, J. C., and Laurie Z. Liska. "Path-Goal Theories of Leadership: A Meta-Analysis." Journal of Management 19, no. 4 (1993): 857–76. http://dx.doi.org/10.1177/014920639301900407.

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Meta-analyses of 120 studies were conducted to test hypotheses of path-goal theories. Chi-square results showed that potential situational and artifactual moderators exist for the relationships of leader behaviors with the dependent variables. Of 16 moderator tests that could be conducted, 7 met the criteria as moderators; however the effect of one moderator was in the opposite direction to that hypothesized. The analyses indicated that much of the research testing path-goal theories has been flawed. Suggestions for future research are made.
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Peretomode, Dr (Mrs ). Otaroghene. "Situational And Contingency Theories Of Leadership: Are They The Same?" IOSR Journal of Business and Management 4, no. 3 (2012): 13–17. http://dx.doi.org/10.9790/487x-0431317.

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Gubanova, A. V. "ANALYSIS OF BACKGROUND AND DIRECTIONS OF DEVELOPMENT OF LEADERSHIP TEACHINGS IN MANAGEMENT." Scientific Journal ECONOMIC SYSTEMS 13, no. 4 (2020): 91–101. http://dx.doi.org/10.29030/2309-2076-2020-13-4-91-101.

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The current interest in the study of the phenomenon of leadership has been generated by the increasing importance of the personality in general and the personality of the leader in recent decades, particularly in modern society, in the management of organizations and processes. Despite the huge number of works in the field of leadership, an unambiguous understanding of this phenomenon has not been formulated, and it is obvious that a universal theory of leadership does not exist, since this concept is multifaceted. The survey of leadership models carried out in the study made it possible to es
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Shen, Winny. "Personal and Situational Antecedents of Workers’ Implicit Leadership Theories: A Within-Person, Between-Jobs Design." Journal of Leadership & Organizational Studies 26, no. 2 (2018): 204–16. http://dx.doi.org/10.1177/1548051818784001.

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Despite a flourishing literature demonstrating the consequences of implicit leadership theories (ILTs) for workplace phenomena, relatively little is known about the antecedents of ILTs, particularly those that are malleable or can be changed to shape ILTs. In two studies of dual-job holders, which allows for the modeling of between- and within-person predictors, I examined the extent to which workers’ ILTs were stable versus dynamic across work contexts. In line with connectionist perspectives, trait identities, a personal factor, promoted stability in ILTs across situations in both studies, w
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Schyns, Birgit, and Tiffany Hansbrough. "Why the Brewery Ran Out of Beer." Social Psychology 39, no. 3 (2008): 197–203. http://dx.doi.org/10.1027/1864-9335.39.3.197.

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According to Heider (1958 ), observers tend to discount situational factors and overemphasize the internal characteristics of the actor when making causal attributions. Specifically, in an organizational setting, leadership perceptions of followers may be influenced by the fundamental attribution error. Accordingly, followers may be more likely to attribute leader mistakes to internal factors. However, we suggest that this tendency may be modified by a variety of factors including the extent to which followers hold romantic leader images, whether leaders match followers’ implicit leadership th
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Knoll, Michael, Birgit Schyns, and Lars-Eric Petersen. "How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories." Journal of Leadership & Organizational Studies 24, no. 4 (2017): 450–65. http://dx.doi.org/10.1177/1548051817705296.

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Our research examines the role of followers in unethical leadership. Drawing on a social–cognitive approach to leadership and recent research in the field of behavioral ethics, we focus on how leader behavior and follower information processing interact to produce unethical outcomes. In two experimental studies simulating a personnel selection context, we examine to what extent individual implicit assumptions regarding the follower role (i.e., implicit followership theories, IFTs) relate to employees’ tendency to comply with leader unethical suggestions. In Study 1, controlling for possible al
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RIAZ, MUHAMMAD NAVEED, MASUD AKHTAR, and GILNAZ MURTAZA. "Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations." International Review of Management and Business Research 10, no. 1 (2021): 313–21. http://dx.doi.org/10.30543/10-1(2021)-27.

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The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multi
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Norris, Rachel, S. Renwick, R. Siddle, and P. Westlake. "Leadership in 21st century military healthcare: what did clinical psychologists ever do for us?" Journal of the Royal Army Medical Corps 165, no. 2 (2018): 74–79. http://dx.doi.org/10.1136/jramc-2018-001075.

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Psychology is integral to the concepts and practice of leadership. Leadership models often have their roots in psychological paradigms, making it intrinsically easy for psychologists to grasp and apply them alongside clinical models. Psychologists’ ‘second-order’ skills have been used to good effect in the changing landscape of military mental healthcare: modelling adaptive responses to change, understanding the non-conscious aspects of relationships in hierarchical organisations, working with systems, the ability to diagnose situational requirements and act accordingly, drawing on a range of
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Dissertations / Theses on the topic "Situational leadership theories"

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Akata, Gerald Anietie Ignatius. "Leadership in the Niger Delta Region of Nigeria: A Study of the Perceptions of its Impact on the Acquired Leadership Skills of Expatriate Nigerian Postgraduates." Digital Commons @ East Tennessee State University, 2008. https://dc.etsu.edu/etd/1898.

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The primary trouble befalling Nigeria and its Niger Delta has been described as a failure of leadership. At various periods during the late 20th and early 21st centuries, Nigeria endured a bloody civil war and years of repressive military rule. Violence in the Niger Delta region, widespread brain drain, and frequent strikes that disrupted academic calendars at universities had serious ramifications for the region's educational system. This study explores former students' perceptions of perceived leadership qualities seen in educational leaders at universities in the Niger Delta and how those q
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Dunnagan, Monica Lynn. "Work Group Composition Effects on Leadership Styles in Aircraft Manufacturing Organizations." ScholarWorks, 2014. https://scholarworks.waldenu.edu/dissertations/40.

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Kriel, Ignatius Gerhardus. "Developmental leadership behaviour and effective commitment : an explorative study." Diss., 2008. http://hdl.handle.net/10500/2695.

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This mini thesis is aimed at establishing the relationship between developmental leadership and affective commitment as it presents itself across four levels of leadership within FNB Branch Banking. The four leadership levels targeted for research are Area Managers, Branch Managers, Administration Managers and Co-ordinators. The researcher used an Ex post facto research design in a natural field setting, formulating the research hypothesis that there is a statistically significant positive correlation between developmental leadership behaviours and affective commitment as reported by those w
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Vercueil, Megan. "A select bouquet of leadership theories advancing good governance and business ethics: a conceptual framework." Thesis, 2020. http://hdl.handle.net/10500/27355.

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How authors and scholars have approached leadership studies – in terms of their thinking, defining and studying – has changed remarkably over time. According to literature, this is predominantly due to greater optimism about the field and greater methodological diversity being employed to better understand complex, embedded phenomena. As a result, there has been a significant rise in the use of qualitative research approaches to the study of leadership. Numerous definitions, classifications, explanations and theories about leadership, exist in the contemporary literature. However, despite th
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Simango, Benson. "Leadership styles employed at Zambia's colleges of education." Thesis, 2016. http://hdl.handle.net/10500/21145.

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This study is a collective case study grounded in the literature regarding leadership styles and leadership theories. It includes among others, an analysis of data from interviews of college Principals and middle Managers to identify the leadership styles at the three colleges of education. The purpose of the study was to analyse the leadership styles of college Principals and middle Managers operating in dual-mode environments. The colleges that were being studied are the Copperbelt College of Education; Mufulira College of Education and Malcom Moffat College of Education. There were sixteen
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Books on the topic "Situational leadership theories"

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Riggio, Ronald E. Management and Leadership. Edited by Adrian Wilkinson, Steven J. Armstrong, and Michael Lounsbury. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198708612.013.15.

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Management and leadership are intertwined constructs. Early theories of management focused on issues of power and authority, and there were attempts to provide organizational leadership through controlling the situation and the behavior of subordinates. More modern theories of leadership recognize the important role of followers in co-creating leadership in organizations, and the important role that ethics play in leadership. Historical and contemporary theories of management and leadership are reviewed, and issues of leader assessment, selection and development are discussed. Finally, attenti
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Book chapters on the topic "Situational leadership theories"

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Zehndorfer, Elesa. "Situational Theories." In Leadership. Routledge, 2020. http://dx.doi.org/10.4324/9781003011507-5.

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Karlsen, Sidsel. "The Politics of Intercultural Collaboration in Higher Music Education: Challenges Seen from a Leadership Point of View." In The Politics of Diversity in Music Education. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65617-1_15.

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AbstractInternationally, various mandates and policy directives require higher music education institutions to engage in intercultural collaboration. These include fulfilling national policy demands for internationalization in higher education, providing students with experience of working internationally to increase their employability, and conducting proper diversity management so as to facilitate diversity-conscious and responsible interaction with employees, students, and the broader educational community. In this chapter, the topic of intercultural collaboration in higher music education is approached from a different starting point, asking what, from a leadership point of view, creates obstacles to such collaboration and what makes it challenging or difficult either at the levels of individual participants, administrators, or the institution. Twelve leadership representatives from three different institutions of higher music education were interviewed about their experiences with intercultural collaboration and the benefits and challenges of engaging in such interactions. From the interviewees’ experiences, their work of attempting to govern or manage situations of complex intercultural interaction while simultaneously negotiating between the different interests expressed within the frames of their respective institutions featured prominently in the empirical material. In this chapter, these negotiations and deliberations are theorized and discussed attending to perspectives borrowed from literature on intercultural competences, leadership in higher education, and new managerialism.
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Scott, Leodis, Joanne E. Howard, Diane M. Howard, and Angela C. Freeman. "From Followers to Leaders." In Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7592-5.ch011.

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The aim of this chapter is to respond to the emerging scholarship regarding first-time leaders and their situational and potential lifelong learning environment. While transformational leadership may be the long-term goal, this chapter explains how the process of other traditional leadership theories can help assess and build upon its effectiveness. In this regard, this chapter argues that transformational leadership can be conceptually understood through five other supporting leadership theories, namely behavioral, psychodynamic, situational, path-goal, and leader-member exchange. Thus, there are essential characteristics from traditional leadership theories and others that can help aspiring transformational first-time leaders. Through lifelong learning and development of these leadership approaches, culminating characteristics for aspiring transformational first-time leaders must include not only motivation and morality, but also care and concern for others.
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Abson, Emma. "Leader follower perspectives." In Event Leadership. Goodfellow Publishers, 2021. http://dx.doi.org/10.23912/9781911635253-4876.

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As we saw in the previous chapter, classic approaches to understanding leadership all shared the view that leadership is a specialised role – they focused on the individual and, whilst some of these theories looked at what other influences there may be (i.e. the situational context), they did so through the lens of the primary leader, carrying out leadership functions. This then can be seen as their one key limitation – they are leadercentric and don’t tend to recognise followers’ characteristics or initiatives (Uhl-Bien, Riggio, Lowe, & Carsten, 2014). This focus on the ‘heroic leader’ has, over the last 50 years, become increasingly criticised, as researchers began to look at leadership behaviours from a influence perspective, considering the dynamics of the leader-follower behaviours and leadership styles that might influence or change the behaviours of their followers or work subordinates. As Burns (1978) suggested, at this point, we knew a lot about leaders, whilst knowing very little about leadership. The body of work that grew out of such observations was largely concerned with what became known as charismatic and transactional /transformational leadership (Bass, 1985). Here scholars had started to focus on leadership styles – what is it that leaders do that makes them effective – and on the impact the leader has on their followers.
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Müller, Henriette. "Studying Political Leadership in European Governance." In Political Leadership and the European Commission Presidency. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198842002.003.0002.

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This chapter presents the analytical framework for studying the political leadership performance of EU Commission presidents. First, it clarifies why European integration theories have proved insufficient in explaining the actual impact and performance of the presidents of the European Commission. Second, it conceptualizes political leadership as a behavioral phenomenon within the field of social interaction and relates it to European governance. Third, it introduces the interactionist approach to analyzing political leadership, focusing on its central variables: (1) personal (pre-)dispositions, (2) institutional structure, and (3) situational setting. Moreover, it develops a typology of patterns of leadership performance and a functional-phases/variable model to operationalize leadership analysis of the Commission presidency. Fourth and finally, it presents the research strategy, encompassing a structured, focused comparison alongside systematic content and discourse analyses for each case under study.
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Erçetin, Şefika Şule, Barış Eriçok, and Anıl Kadir Eranıl. "Leaders' Emotional Intelligence in the Chaos and Complexity Situations of Educational Organizations." In Advances in Educational Marketing, Administration, and Leadership. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0460-3.ch004.

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This study examines that in what aspects the levels of leaders' emotional intelligence in chaos and complexity situations can affect the organizations. Also, in this study the dimensions of emotional intelligence which are closely related to social life and organizational systems will be considered in terms of chaos and complexity theories. At the same time in this study, how a situation that appears to be complex but has an order inside and has the potential to be directed with small interventions can be handled by a leader that has a high capacity of using his/her emotional intelligence will be scrutinised. Additionally, this study will present the advantages of some leader capabilities (such as personal and interpersonal relationships, stress management, adaptability, general mood, empathy, motivation and self-awareness) in the management of the organizations in the context of chaos and complexity theories. Last but not least, the effect of emotional intelligence level in the rising of new leaders will be mentioned in this study.
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Johnson, Rick D. "Leadership Thinking Through Managerial Psychology." In Handbook of Research on Multidisciplinary Perspectives on Managerial and Leadership Psychology. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3811-1.ch001.

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Business organizational needs are met successfully when there are leaders in place who understand their people, industry, and societal concerns. Organizations inherently involve humans who must be managed and directed to varying degrees, and managing is not always as streamlined as some may wish. Understanding the needs and goals of each individual or group is paramount for a manager to elevate from daily management to ongoing leadership. A good manager/leader should strive to have personal knowledge of a collection of leadership theories and applications that would serve them in different situations. People are complex beings, and great leaders have the ability to appeal to the psychological aspects of how to lead particular groups of individuals. Through this framework, leaders can have a better understanding of how to manage when necessary, and managers can in turn begin to learn how to lead. This chapter offers insight to an audience who can begin to identify a core group of leadership competencies, theories, and qualities to synergize their personal preference.
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Walczak, Steven. "First-Time Leaders and Implicit Leadership Theory." In Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7592-5.ch007.

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First-time leaders may find themselves thrust into very stressful situations for their teams and organizations at large. First-time leaders in corporations, the classroom, sports, the military, and politics should understand how stress changes the way followers perceive their leader and the ideal traits for a leader through changing leadership prototype schemas. Implicit leadership theories, social information processing, and cognitive psychology suggest that stress can influence the activation of schema. Changing leadership prototype schemas of followers may affect subsequent productivity and efficiency. This chapter examines if leadership prototype schemas change under stress and recommends ways first-time leaders can respond to these changing schemas, including how female first-time leaders who are often initially perceived as more sensitive leaders can utilize changing perceptions and ideal leader prototypes under stressful conditions.
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Allen, Jeff, Ashwini Joshua Gojer, Mariya Gavrilova-Aguilar, and Denise Philpot. "Sustaining Organizational Innovation." In Encyclopedia of E-Leadership, Counseling and Training. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-61350-068-2.ch038.

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Organizational change is a situation, while innovation is an attitude of change. Organizations cannot, in a global economy, remain static and rooted in current practices. Organizational innovation is the necessary ingredient for successful change. More difficult than both change and innovation is the subject of sustainability. Change is often a temporary “fix” that quickly reverts to status-quo. This chapter recommends practices for change management and organizational innovation by reviewing change theories, describing innovation models, referencing sustainability leadership, and providing examples of technology integration. Educators, trainers, performance specialists, change agents, managers, and organizational development professionals will benefit by understanding the principles and future trends of innovation. Both educational institutions and industrial organizations will utilize the guiding questions to determine their readiness to embrace organizational innovation. The goal is to instill the need for an attitude of change in all stakeholders of the organization in order to be well equipped to direct the nation’s workforce.
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Al Mutawah, Masooma. "Strategic Leadership Planning for School Improvement: A Successful Model from the Kingdom of Bahrain." In Innovations in Educational Leadership and Continuous Teachers' Professional Development. CSMFL Publications, 2020. http://dx.doi.org/10.46679/isbn978819484832505.

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This chapter will cover basic theories and practices of successful leadership through strategic planning. A range of issues will be explored for school improvement in an educational setting, such as: Managing educational change by identifying individual and organizational drivers for improvement; Accountability and evaluation across international contexts with consideration for how it might work in a range of situations in the national context; Preparation to lead and assess teaching and learning; How to build cohesive diversity cultures in schools that promote a positive environment where the differences will be accepted; Examining processes that promote change for improvement; The primary responsibilities of school leaders as change agents within their organizations; How to ensure sustainability of educational reforms to improve school effectiveness with a focus on the role of school leaders in the process.
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Conference papers on the topic "Situational leadership theories"

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Deyneka, Olga, and Alexandr Maksimenko. "THE PSYCHOLOGICAL CONDITION OF RUSSIAN SOCIETY IN THE CONTEXT OF THE COVID-19 PANDEMIC." In International Psychological Applications Conference and Trends. inScience Press, 2021. http://dx.doi.org/10.36315/2021inpact054.

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"The problem of the psychological impact of a pandemic, quarantine and self-isolation on the state of society attracts increased attention of specialists (Hua J., Shaw R., 2020; Li S., Wang Y. et all, 2020, Enikolopov S. et all, 2020; Fedosenko E., 2020). The objective of our work was to find the most common attitudes and types of responses of Russians to the epidemic COVID-19 taking into account their involvement in social networks, critical thinking and severity of psychopathological symptoms. The study was carried out during the recession of the first wave of the pandemic in early June 2020
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