On the Death and Transfiguration of Leadership Training
WASHINGTON UNIV SEATTLE DEPT OF PSYCHOLOGY
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The paper presents a new interpretation of leadership experience and training in an effort to explain why the literature reports no consistent relations between methods of leadership development and organizational performance. The basis for reconceptualization is derived from a contingency model. According to the model, task-motivated leaders perform better in favorable or unfavorable situations while relationship-motivated leaders perform better in intermediate situations.