Model I
Praise others
Do not confront
Advocate to win
Tell no lies or bombard
Stick to principles
Model II
Encouraging confronting own ideas,
help each other uncover assumptions
Recognize people’s ability to reflect
and self-examine
Advocate, but also invite inquiry and
self-reflection
Encourage everyone to say what they
know but are afraid to say
Advocate, bu
Ⅰ. Introduction
Ⅱ. Definition and explanation
Ⅲ. The origin of the theory of LMT
Ⅳ. The main dependent and independent factors that are being studied in this theory and their relationships
Ⅴ. Empirical article in the information system literature that uses the theory
Ⅵ. Conclusion
Citation
IV. Why Fiedler’s theory does not fit in real world
Judging from these instances from a couple of interviews, we face the inevitable question, ‘Why Fiedler’s contingency leadership theory does not fit with modern job condition?’Before answering that question, it would be helpful for us to categorize the characteristics of modern society.
We can conjure up the idea about status quo which
I have previously said, according to attribution theory we attempt to determine whether an individual behavior was internally or externally caused. That determination depends on three factors : Consensus, Distinctiveness and Consistency.
In organization these factors are compared with each different thing. It applies distinctiveness to task, consensus to other members and consistency to time.
1. Introduction and Brief explanation of model / theory
In organizational behavior class, we learned many things ‘How’ and ‘What’ managing organizations. However it is hard to know the theory we learned really apply to real business world. Thanks to having interview with actual managers who managing big or small organizations, we could try applying what we learned.
Fiedler’s contingen