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tify a definitive set of essential leadership behaviors. The role of situational variables in explaining leadership effectiveness has also been generally overlooked in this behavior approach studies.

Contingency and Situational Leadership Theory

To explain leadership effectives under varying conditions, and to account for the moderating effects of situational variables, researchers have developed situational and contingency theories. The prominent works include- Fiedler's (1967) LPC contingency model, the Path Goal Theory of leadership (Huse, 1971), the Multiple Linkage Model (Yukl, 1989), Leadership Substitute Theory (Kerr and Jemier, 1978) and Heresy and Blanchard's Situational Leadership Theory(Heresy, Blanchard, and Johnson, 2000).

Contingency and situational leadership focuses on the external situation as a determinate of the leadership style. Correlating and compiling the situation with an effective behavior can create operating procedures that could be used when needed (Northouse, 2001).This theory suggests traits required of a leader differ according to varying situations. Effective leaders, according to this approach, must have the skill to determine the needs of their followers and the ability to adjust their leadership style to address those needs and the situation (Northouse, 2001; Yukl, 1994).

Although various situational models provide useful contingencies and better insights into the processes required for leadership, the complexity of the models raises additional issues. Dill (1987) questioned why the situational model so consistently focuses on relationships with subordinates if relating to one's subordinates is only a part of the activity of managerial leadership. Further, the theory does not offer a list of all other situational variables that can be measured in a single survey instrument Like behavior theories, the research results of contingency theories were found to be inconsistent(Bryman, 1996).

Power and Influence Theory

The power and influence approach includes numerous studies aimed at explaining leadership effectiveness in terms of the amount and type of power a leader possesses and the manner in which that power is exercised. French and Raven(1968) looked at the sources of power and identified five kinds of power: reward, coercive, legitimate, referent, and expert. Etzioni developed another typology - coercive, remunerative, and normative. Mintzberg developed another power typology that emphasizes the control over a resource, skill, or information.

These typologies prompted further research in the leader's use of power, considerations, and consequences. Fisher (1984) studied power and found referent to be the most effective, followed by expert power, then legitimate power, reward power, and finally coercive power

The concept of power is an important theme in leadership research. Early research primarily emphasized the ways in which leaders used power to influence subordinates in a one-direction approach. However, social exchange theories consider the mutual and reciprocal relationships that exist in organizations and between persons in var本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。