On the Death and Transfiguration of Leadership Training

Abstract

The paper presents a new interpretation of leadership experience and training in an effort to explain why the literature reports no consistent relations between methods of leadership development and organizational performance. The basis for reconceptualization is derived from a contingency model. According to the model, task-motivated leaders perform better in favorable or unfavorable situations while relationship-motivated leaders perform better in intermediate situations.

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Document Details

Document Type
Technical Report
Publication Date
Dec 01, 1970
Accession Number
AD0766903

Entities

People

  • Fred E. Fiedler

Organizations

  • University of Washington

Tags

Communities of Interest

  • Energy and Power Technologies
  • Human Systems

DTIC Thesaurus Topics

  • Applied Psychology
  • Contracts
  • Education
  • Geography
  • Interpersonal Relations
  • Leadership
  • Leadership Training
  • Management Personnel
  • Management Training
  • Military Research
  • New York
  • Physical Geography
  • Psychology
  • Social Psychology
  • Students
  • Supervisors
  • Training

Readers

  • Organizational Psychology.