Abstract

Four contingency theories of leadership are explored and contrasted. Predictions of leader types and leader behaviors which would follow from each are counterposed. Two other sets of processes integral to leadership—external functions of the leader and interactions with organizational members who are not subordinates—are also discussed.

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Additional Information

ISSN
1090-7009
Print ISSN
0162-5748
Pages
pp. 367-386
Launched on MUSE
2017-02-01
Open Access
No
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