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| Leadership | 2 |
| Administrator Education | 1 |
| Behavior | 1 |
| Group Dynamics | 1 |
| Human Relations | 1 |
| Job Satisfaction | 1 |
| Leadership Styles | 1 |
| Leadership Training | 1 |
| Motivation | 1 |
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| Organizational Theories | 1 |
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| Administrative Science… | 1 |
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| Fiedler, Fred E. | 2 |
| Bons, Paul M. | 1 |
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Download full textFiedler, Fred E. – 1971
Empirical research shows that neither leadership training nor experience increases organizational performance. These disappointing results can be explained by the Contingency Model. This theory postulates that task motivated low esteem for the Least Preferred Coworker (LPC) leaders perform best in very favorable and unfavorable situations while…
Descriptors: Administrator Education, Group Dynamics, Human Relations, Job Satisfaction
Peer reviewedBons, Paul M.; Fiedler, Fred E. – Administrative Science Quarterly, 1976
This study, based on Fiedler's Contingency Model of Leadership Effectiveness, examines the effect of job rotation, succession, and reassignment of superiors on the behavior and performance of a sample of 115 infantry squad leaders. (Author)
Descriptors: Behavior, Leadership, Leadership Styles, Organizational Theories
