For most of recorded history leadership ability has been considered a simple variable linearly related to the effectiveness of a team of workers. Everyone possessed it to some degree. When a king or corporate president had a task to be accomplished, all he needed to do to maximize the probability of the task being completed vas to locate the individual with the greatest leadership skill available. For centuries man has tried to quantify this variable so that identification of good leaders could be achieved more accurately. After years of futile attempts at quantification, leadership theorists began in the early 1900's to move away from the "one best Way to lead" posture to more complex schemas. In the last four decades, the focus of the research has centered more and more on the interaction between different types of leadership ability and particular job situations. However, it was not until Feed Fiedler provided the contingency model of leadership effectiveness that a strong theoretical structure was available (Fiedler, 1964).
| Identifer | oai:union.ndltd.org:pacific.edu/oai:scholarlycommons.pacific.edu:uop_etds-4905 |
| Date | 01 January 1972 |
| Creators | Brown, Carter W |
| Publisher | Scholarly Commons |
| Source Sets | University of the Pacific |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | University of the Pacific Theses and Dissertations |
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