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Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Cargo have all utilized support to increase productivity. Empirical research covering the last twenty years recommends that reinforcement theory has a 17 percent boost in efficiency. In addition, many support methods such as making use of praise are affordable, offering higher efficiency for lower expenses.

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Social researchers argued that history was more than the outcome of intervention of terrific men as Carlyle recommended. Herbert Spencer (1884) (and Karl Marx) stated that the times produce the person and not the other way around. More Discussion Posted Here assumes that different circumstances call for various characteristics; according to this group of theories, no single optimum psychographic profile of a leader exists.

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Structure upon the research study of Lewin et al., academics started to normalize the detailed designs of management climates, defining 3 management designs and determining which scenarios each style works better in. The authoritarian management design, for example, is approved in durations of crisis but stops working to win the "hearts and minds" of followers in day-to-day management; the democratic management design is more adequate in circumstances that need agreement structure; lastly, the laissez-faire leadership design is valued for the degree of freedom it supplies, however as the leaders do not "take charge", they can be perceived as a failure in lengthy or tough organizational problems.

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3 contingency management theories appear more plainly recently: Fiedler contingency model, Vroom-Yetton decision model, and the path-goal theory. The Fiedler contingency design bases the leader's effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of management style and situational favorability (later on called situational control).