Management - Contingency theories of leadership

Type :

Term papers

Pages :

4 pages

Format :

.doc

Published date :

01/13/2009

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Table of Contents Management - Contingency theories of leadership Table of Contents

 
  1. Introduction.
  2. To what extent did Contingency theories of leadership resolve the problem of trait and behavioural theories?
  3. Some of the main traits according to Stogdill.
  4. Behavioural theories through 'a managerial grid'.
  5. Situational and contingency models.
  6. Vroom and Yetton's model.
  7. Conclusion.
  8. Bibliography.

Abstract

contingency theories of leadership were intended to resolve the problems of Trait and Behavioural theories. To what extent have they achieved? According to the dictionary, leadership is « the process whereby one person influences the thoughts and behaviour of others »; it thus appears to be a key element in the success of a company. In those circumstances, we must wonder what the parameters that make a leadership efficient are. It is accordingly that Dr Ralph Melvin Stogdill, an American professor of Psychology, developed the « Trait theory » based on Thomas Carlysle's « Great Man » concept. It was later completed by inter alia Mutton and Blake, who added the dimension of behaviour. However innovative they were, those theories which aimed to describe the ideal leader were inexact; indeed some leaderships which reunited right criteria happened to be fails. In that context, Joseph Bower in order to solve those problems elaborated the « contingency theory », which particularity was to take into account the employees and the situation of the leadership.

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