Contingency Leadership Theory, advanced by Frederick E. Fiedler, posits that successful leadership styles are determined by the specific situation or context within an organization. According to this theory, effective leadership depends on an alignment between leadership style and situational variables, rather than a one-size-fits-all approach.
The Human Relations school of management theory emphasizes the importance of understanding human motivation in the workplace, focusing on recognition, encouragement, and rewarding individual contributions.
Evaluation of management effectiveness across eight key areas as suggested by management theorist Peter Drucker.
The Peter Principle is a management theory that observes individuals tend to rise in every hierarchy through promotion until they reach a level at which they are no longer competent. This theory was formulated by Dr. Lawrence J. Peter and Raymond Hull in the book 'The Peter Principle: Why Things Always Go Wrong.'
Management theory developed by Douglas McGregor, stating that managers must coerce, cajole, threaten, and closely supervise subordinates in order to motivate them. Theory X is an authoritarian supervisory approach to management.
A management theory developed by William Ouchi, describing the Japanese system of management characterized by workers' deep involvement in management, higher productivity than the U.S. management model, and a highly developed system of organizational and sociological rewards.
