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LPC theory is a leadership theory that suggests the appropriate leadership style varies based on the favorableness of the situation. The theory is based on the LPC measure, which is a scale that asks leaders to describe the person they find it most difficult to work with. Depending on the situational favorableness variables, the appropriate leadership style may be more relationship-oriented or more task-oriented. These variables include leader-member relations, task structure, and position power.

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Vroom's decision tree approach

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predicts situations requiring different levels of group participation

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stating that subordinate participation depends on the situation's characteristics

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Path-Goal Theory is a theory of leadership that holds that the primary functions of a leader are to create rewards that are valued or desired in the work environment and to make clear to subordinates what types of behavior will be expected. leading to those rewards. There are four main types of leadership behaviors in this theory:

Directive: This is where the leader informs subordinates about what is expected of them, gives specific instructions and directions, and plans the work.

Supportive: The leader here is friendly, approachable, concerned about the welfare of subordinates, and treats them as equals.

Participative: In this case, the leader interacts with subordinates, solicits their opinions, and allows them to participate in the decision-making process.

Achievement-oriented: Leaders set challenging goals, expect high levels of performance from followers, and motivate and demonstrate confidence in their abilities.

Path-Goal Theory emphasizes that the role of a leader is to create conditions for followers to achieve goals and rewards in the work environment, by using these types of leadership behaviors to control and adjust their path or path to the desired goal.

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no single decision-making process is optimal.

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A leader selects a decision path based on decision significance and timeliness, involving subordinates when decision significance is high and time pressure may prevent subordinate involvement.

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LMX model (Leader-Member Exchange model) is a model in the field of management and organizational psychology. It focuses on the relationship between leaders and members in an organization.

According to the LMX model, the relationship between leaders and organizational members is not identical but is viewed as an exchange relationship.

"Vertical dyads" in LMX Approach is the term used to refer to the personal relationships between the leader and each member of the work group. In the LMX model, the relationship between leaders and members is considered a direct one-to-one relationship, in which each member in the organization is considered a separate "dyad" (couple) with the leader. religion.

Vertical dyads in the LMX Approach represent the personal relationship and communication between the leader and each member. Through the process of interaction and exchange, leaders build vertical dyads with each member based on trust, dependence, and support. Thereby, the leader determines who in the group is the in-group and who is the out-group.

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The manager can make decisions independently, consult individually, consult group members, facilitate discussions, or delegate decision-making to the group.

They can decide, consult individually, facilitate, or delegate, allowing the group to define the problem's nature and parameters, ultimately leading to a solution.