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The role of the situation in leadership.

Vroom, Victor H., Jago, Arthur G.·2007·American Psychologist

Abstract

Leadership depends on the situation. Few social scientists would dispute the validity of this statement. But the statement can be interpreted in many different ways, depending, at least in part, on what one means by leadership. This article begins with a definition of leadership and a brief description of 3 historically important theories of leadership. The most recent of these, contingency theories, is argued to be most consistent with existing evidence and most relevant to professional practice. The Vroom, Yetton, and Jago contingency models of participation in decision making are described in depth, and their work provides the basis for identifying 3 distinct ways in which situational or contextual variables are relevant to both research on and the practice of leadership.

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Crossref · 10.1037/0003-066x.62.1.17

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Metadata

Authors
Vroom, V. H., & Jago, A. G.
Venue
American Psychologist
Published
2007
Volume
62
Issue
1
Pages
17-24
ISSN
  • 0003-066X (ISSN-L)
  • 1935-990X
OpenAlex
W2083357473
Cited by
722
References
0
FWCI
50.66
Type
journal article
Language
en
Open access
closed

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