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6 Preferred Managerial Leader Behavior: Implicit and Explicit Theories

  • Romie Frederick Littrell
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Evolution of Management Practice
Ein Kapitel aus dem Buch Evolution of Management Practice

Abstract

This chapter explores the historical and contemporary perspectives on leadership theories, focusing on the distinction between leader-centric and followercentric approaches. It compares two well-researched models of explicit and implicit leadership behavior: Robert House’s model of implicit leadership dimensions and Ralph Stogdill’s model of preferred leader behavior dimensions from the LBDQXII survey. The manuscript concludes by emphasizing the importance of understanding both implicit and explicit leadership behaviors to develop a comprehensive view of how leaders influence and inspire their teams in today’s complex and diverse world.

Abstract

This chapter explores the historical and contemporary perspectives on leadership theories, focusing on the distinction between leader-centric and followercentric approaches. It compares two well-researched models of explicit and implicit leadership behavior: Robert House’s model of implicit leadership dimensions and Ralph Stogdill’s model of preferred leader behavior dimensions from the LBDQXII survey. The manuscript concludes by emphasizing the importance of understanding both implicit and explicit leadership behaviors to develop a comprehensive view of how leaders influence and inspire their teams in today’s complex and diverse world.

Kapitel in diesem Buch

  1. Frontmatter I
  2. Advance Praise for Evolution of Management Practice V
  3. Contents VII
  4. 1 Introduction: The Evolution of Management Practice 1
  5. Evolution of Planning
  6. 2 Preparing for Organizational Change and Business Transformation 13
  7. 3 Planning for Technological Change 25
  8. 4 Creating Strategic Value through Digital Reinvention 35
  9. 5 Responsible and Sustainable Planning in Contemporary Organizations 47
  10. Evolution of Leading
  11. 6 Preferred Managerial Leader Behavior: Implicit and Explicit Theories 59
  12. 7 Human Resource Leadership in a Technology-Driven World 77
  13. 8 Preferred Managerial Leader Behavior in a Global and Diverse World 89
  14. 9 Navigating the Digital Frontier: A Model for Effective Leadership and Virtual Teams 99
  15. Evolution of Organizing
  16. 10 Reorganization of Enterprise Business Models with an AI and Blockchain–First Approach 111
  17. 11 Incorporating Design Thinking Into Data-Driven Strategic Management 123
  18. 12 Organizing Essential Supply Chain Skills During a Pandemic 135
  19. Evolution of Controlling
  20. 13 Innovation and Operational Control 151
  21. 14 Technology Oversight for Optimal Corporate Performance 165
  22. 15 Strategic Control and its Impact on Efficiency, Speed, and Innovation in Organizations 177
  23. List of Figures 187
  24. List of Contributors 189
  25. About the Editor 193
  26. Index 195
https://doi.org/10.1515/9783111316987-006

Kapitel in diesem Buch

  1. Frontmatter I
  2. Advance Praise for Evolution of Management Practice V
  3. Contents VII
  4. 1 Introduction: The Evolution of Management Practice 1
  5. Evolution of Planning
  6. 2 Preparing for Organizational Change and Business Transformation 13
  7. 3 Planning for Technological Change 25
  8. 4 Creating Strategic Value through Digital Reinvention 35
  9. 5 Responsible and Sustainable Planning in Contemporary Organizations 47
  10. Evolution of Leading
  11. 6 Preferred Managerial Leader Behavior: Implicit and Explicit Theories 59
  12. 7 Human Resource Leadership in a Technology-Driven World 77
  13. 8 Preferred Managerial Leader Behavior in a Global and Diverse World 89
  14. 9 Navigating the Digital Frontier: A Model for Effective Leadership and Virtual Teams 99
  15. Evolution of Organizing
  16. 10 Reorganization of Enterprise Business Models with an AI and Blockchain–First Approach 111
  17. 11 Incorporating Design Thinking Into Data-Driven Strategic Management 123
  18. 12 Organizing Essential Supply Chain Skills During a Pandemic 135
  19. Evolution of Controlling
  20. 13 Innovation and Operational Control 151
  21. 14 Technology Oversight for Optimal Corporate Performance 165
  22. 15 Strategic Control and its Impact on Efficiency, Speed, and Innovation in Organizations 177
  23. List of Figures 187
  24. List of Contributors 189
  25. About the Editor 193
  26. Index 195
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Heruntergeladen am 31.10.2025 von https://www.degruyterbrill.com/document/doi/10.1515/9783111316987-006/html
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