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contingency theory of leadership

any of various models predicting that leadership performance depends on the interaction of the personal characteristics of the leader and the nature of the group situation. The prototypical contingency theory emerged from the conceptual analysis of leadership effectiveness developed by Fred Fiedler in the 1960s. Fiedler’s model differentiates between task-motivated and relationship-motivated leaders, as indicated by scores on the Least Preferred Coworker Scale, and predicts that task-motivated leaders will be most effective in extremely favorable or unfavorable group settings, whereas relationship-motivated leaders will be more effective in moderately favorable settings. Other models of this kind include the situational leadership theory, the substitutes for leadership theory, and the Vroom–Yetton–Jago decision model. See also cognitive resource theory.

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Psychology term of the day

February 27th 2024

concrete attitude

concrete attitude

a cognitive style that is directed to specific objects and immediate stimuli. A person who exhibits a concrete attitude tends not to make abstract comparisons and will not usually respond to abstract qualities, concepts, or categories. Compare abstract attitude. [defined by Kurt Goldstein]