Leadership Styles and Practices

Leadership styles and practices are extremely important inputs into the performance and satisfaction of any organization’s human resources and there are a number of alternative theories regarding the driving forces behind leadership and the strategies that leaders should adopt in order to be effective.  A non-exhaustive list of examples would include trait theories, which are based on the belief that leadership is based on individual attributes or traits; situational and contingency theories, promoted by Fiedler (Fiedler Contingency Model), Vroom (Vroom-Yetton Decision Model), House (Path-Goal Theory) and Hersey and Blanchard (Situational Leadership Model); and transactional and transformational theories, explained by Burns and Bass among others.  This report provides a brief introduction to the complex topic of leadership styles and practices including discussions of how leadership roles and activities vary at each level of the organizational hierarchy; the core roles and activities of all leaders, regardless of their level; and “leadership styles”.

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