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| Full-Range Leadership Theory (FRLT) |
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| Involves nine dimensions covering both transformational and transactional leadership, especially emphasizing contextual variables |
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| Link observations to a set of relevant facts, events, or points of view, such as organizational characteristics, work functions, external environment factors, and demographic variables |
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| A dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both. |
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| The underlying assumption that those high in cognitive complexity process information differently and perform certain tasks better than less cognitively complex people |
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| The ability to perceive variations in the environment and an understanding of the social actors and their relationships |
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| The expectation of positive outcomes |
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| The tendency to look for alternative pathways to reach a desired goal |
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| The ability to bounce back from failure and keep forging ahead |
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| Radically shifts the fundamental character of an organization |
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| Builds on the existing ways of operating to enhance or extend them in new directions |
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| People who take action to change the behavior of people and systems |
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| Occurs spontaneously and without a change agent's direction |
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| Intentional and occurs with a change agent's direction |
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| A discrepancy between the desired and actual state of affairs |
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| The stage at which a situation is prepared for change |
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| The stage in which specific actions are taken to create change |
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| The stage in which changes are reinforced and stabilized |
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| Uses authority, rewards, and punishments to create change |
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| Uses facts, special knowledge, and rational argument to create change |
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| Uses participatory methods and emphasizes common values to create change |
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| An attitude or behavior that shows unwillingness to make or support a change |
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