The contingency model of leadership effectiveness: An evaluation

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Abstract

The contingency model of leadership effectiveness and its supporting research are evaluated from empirical, methodological, and theoretical perspectives. The cumulative empirical evidence indicates that the major hypothesis of the model is not conclusively supported. Numerous methodological shortcomings are pointed out. The theoretical scheme underlying the model is analyzed, and a new scheme is proposed. The analysis suggests that identification of critical behaviors in the leadership situation should be a starting point for future research on leadership effectiveness.

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