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Directive leadership, also known as autocratic leadership, is a style in which the leader provides clear instructions, expectations, and specific guidance to team members.

In this leadership style, the leader tends to make decisions unilaterally, without significant input from team members.

Directive leadership is most effective in situations where there is a need for quick decision-making, clear instructions, and strict adherence to rules and procedures.

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Supportive leadership, also referred to as affiliative leadership, is a style that emphasizes creating a positive and supportive work environment.

Leaders who adopt this style focus on building strong relationships with team members, providing emotional support, and fostering a sense of trust and collaboration.

Supportive leadership is effective in promoting a positive organizational culture, boosting employee morale, and enhancing job satisfaction.

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Participative leadership, also known as democratic leadership, is a leadership style where the leader actively involves team members or subordinates in the decision-making process.

In participative leadership, the leader seeks input, opinions, and suggestions from team members, and decisions are often made collectively or with significant input from the group.

This leadership style can lead to increased engagement, motivation, and a sense of ownership among team members, as they feel their voices are heard and valued.

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Achievement-oriented leadership is a leadership style focused on setting high standards, challenging goals, and fostering a culture of excellence and continuous improvement.

Leaders using this style encourage their team members to strive for outstanding performance and often provide specific and challenging targets.

This style can be effective in motivating individuals or teams to excel and reach their highest potential.

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This concept is closely related to self-assessment or how one views their competence or skill set.

In the context of the text, strategic leaders such as Tim Cook, Jeffrey Immelt, and others are perceived as having high abilities in strategic leadership. Their actions and leadership styles have resulted in their perception as effective leaders.

Conversely, Ken Lewis and Mike Jeffries are mentioned as less effective strategic leaders, indicating a potentially lower perceived ability in this particular leadership aspect.

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A work group, often referred to as a team, is a collection of individuals who come together to collaborate on a shared goal or task within an organization.

Work groups can vary in size, composition, and purpose. They may be permanent or temporary, and they can be cross-functional or department-specific.

Effective work groups often rely on strong communication, collaboration, and a clear understanding of their objectives to achieve their goals.

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Task structure refers to the degree to which tasks or assignments within a job or organization are well-defined, clear, and specific.

In a highly task-structured environment, job roles, responsibilities, and objectives are clearly outlined, leaving little room for interpretation or ambiguity. Such structured tasks are often routine and repetitive.

In a low task-structured environment, tasks may be open-ended, vague, or require more creativity and problem-solving. These tasks typically involve a higher degree of complexity and unpredictability.

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This concept deals with the extent to which people believe they have control over events in their lives.

In the context of the text, strategic leadership requires a deep understanding of the organization and its environment, and taking proactive steps to align the two. Leaders who excel here likely have a strong internal locus of control because they believe they can influence their organization and its alignment with the environment.

Ethical leadership also touches on this: leaders must believe they can influence ethical standards within their organization, exhibiting an internal locus of control.