Situational Leadership Theory

Situational Leadership Theory - Tannenbaum and Schmidts...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Tannenbaum and Schmidt’s Situational Leadership Theory Final Exam Part Two
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
TMGT 492 Tannenbaum and Schmidt’s Situational Leadership Theory In the work setting, managers play a vital role in the operation of the business, decision making, human resources, and many other aspects of management. Managers are required to make decisions on a daily basis. Managers make smaller decisions, programmed decisions, or routine decisions in the work setting every day. Managers, whose decisions directly influence the productivity and profitability of the company, make situational decisions, or non programmed decisions. These types of decisions are not typical decisions that are made and could influence any aspect of the company. Tannenbaum and Schmidt identified three forces that led to the leader's action: the forces in the situation, the forces in subordinate, and also forces in the leader. This theory recognizes that the leader's style is highly variable, and even such distant events as a family argument can lead to the displacement activity of a more aggressive stance in an
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 06/21/2011 for the course TMGT 492 taught by Professor Smith during the Spring '07 term at Indiana State University .

Page1 / 4

Situational Leadership Theory - Tannenbaum and Schmidts...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online