![]() ![]() ![]() Shortly after the development of these concepts, the Path-Goal Theory emerged and it began the measurement of leader effectiveness as a factor of the organizational environment. The Contingency Theory argued that leaders can lead most effectively when there is a match between their motivation type and the situation. The Situational Leadership model rests on two concepts: one, that leader effectiveness results from using a behavioral style that is appropriate to the demands of the environment and two, that leader effectiveness depends on learning to diagnose that environment. While the Trait Theory was later contested, it was through this theory that some of the foundational elements for Situational leadership and the Contingency Theory were developed. The Trait Theory suggested that leaders are a product of their innate qualities and challenged the perception of the characteristics common to the industrial and social leaders of the time. Early leadership theories such as the Trait Leadership theory focused on the position of the leader and the power associated with that position (Kirkpatrick & Locke, 1991 Tharenou, 2001). In this context, it is important to obtain knowledge of the classic leadership theories that have provided the foundation for the constantly evolving studies regarding leadership behaviors. The interest in understanding what makes a leader effective is a topic of continuous study and discussion. ![]()
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