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