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80-541: While leader of the Opéra de Paris orchestra, Édouard Colonne was engaged by the publisher Georges Hartmann to lead a series of popular concerts which he founded under the title of ‘Concert National’ in March 1873. While at first a great success, the financial burden forced Hartmann to withdraw from the enterprise. However, Colonne then decided to form his own orchestra, ‘l’Association artistique des Concerts Colonne’ based at

160-457: A Divine plan . Compare this with servant leadership . For a more general view on leadership in politics , compare the concept of the statesperson . Anecdotal and incidental observations aside, the serious discipline of theorising leadership began in the 19th century. The search for the characteristics or traits of leaders has continued for centuries. Philosophical writings from Plato 's Republic to Plutarch's Lives have explored

240-448: A sapphire ball stylus. The advantage of the sapphire ball stylus was its permanence. There was no need to change a needle after every record side. Since most records and phonographs used a different playback method, various attachments were marketed that allowed one to equip a Pathé phonograph to play standard, laterally-cut records. Attachments were also sold to equip a standard phonograph to play Pathé records. In 1920, Pathé introduced

320-480: A block system to store the information of Master Cylinders and a serial system for the actual commercial pressings. That is, the same ""matrix"" number was first allocated to early 1890s cylinders (with a specific selection), then to a proper Master Cylinder that re-recorded the same selection, and then for the later selections that were recorded on the same Master Cylinder after its musical content became obsolete or damaged and had to be reshaved (which weren't necessarily

400-409: A business setting. Assume praise is a positive reinforcer for a particular employee. This employee does not show up to work on time every day. The manager decides to praise the employee for showing up on time every day the employee actually shows up to work on time. As a result, the employee comes to work on time more often because the employee likes to be praised. In this example, praise (the stimulus)

480-627: A drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that people who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual trait—situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of

560-419: A fair exchange whereby the leader provides certain benefits such as task guidance, advice, support, and/or significant rewards and the followers reciprocate by giving the leader respect, cooperation, commitment to the task and good performance. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them. LMX theorizes that the type of exchanges between

640-403: A greater level of audio fidelity. The various types of commercial Pathé cylinders and discs were then dubbed (or "pantographed") from these masters. This dubbing process enabled copies of the same master recording to be made available on multiple formats. The process sometimes resulted in uneven results on the final commercial record, causing a pronounced rumble or other audio artifacts (This rumble

720-403: A group vision. The transactional leader is given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct, and train subordinates when productivity is not up to

800-658: A leader performs when promoting organization's effectiveness. These functions include environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group's work. Various leadership behaviors facilitate these functions. In initial work identifying leader behavior, Fleishman observed that subordinates perceived their supervisors' behavior in terms of two broad categories referred to as consideration and initiating structure . Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for

880-526: A line of "needle-cut" records, at first only for the US market. The needle-cut records were laterally-cut discs designed to be compatible with standard phonographs, and they were labelled Pathé Actuelle . In the following year, these "needle-cut" records were introduced in the United Kingdom and within a few more years they were selling more than the vertical Pathés, even on the continent. Attempts to market

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960-517: A new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility by practicing psychological mastery. It also offers a foundation for leaders wanting to apply the philosophies of servant leadership and authentic leadership . Integrated psychological theory began to attract attention after the publication of James Scouller's Three Levels of Leadership model (2011). Scouller argued that older theories offered only limited assistance in developing

1040-404: A new model of the human psyche and outlined the principles and techniques of self-mastery, which include the practice of mindfulness meditation . Bernard Bass and colleagues developed the idea of two different types of leadership: transactional which involves exchange of labor for rewards, and transformational which is based on concern for employees, intellectual stimulation, and providing

1120-552: A new paradigm with which to characterize elected politicians and job-granting employers—thus the development and theorizing of the idea of "leadership". The functional relationship between leaders and followers may remain, but acceptable (perhaps euphemistic) terminology has changed. Starting in the 19th century, the elaboration of anarchist thought called the whole concept of leadership into question. One response to this denial of élitism came with Leninism — Lenin (1870–1924) demanded an élite group of disciplined cadres to act as

1200-421: A normative decision model in which leadership styles were connected to situational variables, defining which approach was more suitable to which situation. This approach supported the idea that a manager could rely on different group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership

1280-484: A person can enlist the aid and support of others in the accomplishment of a common and ethical task ". In other words, leadership is an influential power -relationship in which the power of one party (the "leader") promotes movement/change in others (the "followers"). Some have challenged the more traditional managerial views of leadership (which portray leadership as something possessed or owned by one individual due to their role or authority ), and instead advocate

1360-724: A person's ability to lead effectively. He pointed out, for example, that: Scouller's model aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and psychologically as leaders. The three levels in his model are public, private, and personal leadership: Scouller argued that self-mastery is the key to growing one's leadership presence, building trusting relationships with followers, and dissolving one's limiting beliefs and habits. This enables behavioral flexibility as circumstances change, while staying connected to one's core values (that is, while remaining authentic). To support leaders' development, he introduced

1440-485: A recording in wax on top of a cement base. In October 1906 they started producing discs in the more usual manner with shellac . Even with this less eccentric material, the early Pathé discs were unlike any others. The sound was recorded vertically in the groove, rather than side-to-side, and the groove was wider than in other companies' records, requiring a special ball-shaped .005-inch-radius (0.13 mm) stylus for playing. The discs rotated at 90 rpm , rather than

1520-492: A study which investigated observable behaviors portrayed by effective leaders. They identified particular behaviors that were reflective of leadership effectiveness. They narrowed their findings to two dimensions. The first dimension, "initiating structure", described how a leader clearly and accurately communicates with the followers, defines goals, and determines how tasks are performed. These are considered "task oriented" behaviors. The second dimension, "consideration", indicates

1600-509: A subordinate or acting in a supportive manner towards others. Initiating structure involves the actions of the leader focused specifically on task accomplishment. This could include role clarification, setting performance standards, and holding subordinates accountable to those standards. The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing

1680-616: A substitute for evaluating or comprehending adept governance abilities. Path%C3%A9 Records Pathé Records was an international record company and label and producer of phonographs , based in France , and active from the 1890s through the 1930s. The Pathé record business was founded by brothers Charles and Émile Pathé, then owners of a successful bistro in Paris . In the mid-1890s, they began selling Edison and Columbia phonographs and accompanying cylinder records. Shortly thereafter,

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1760-453: A variety of situations and tasks. Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses , in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative reviews of the past. Equipped with new methods, leadership researchers revealed

1840-465: Is a positive reinforcer for this employee because the employee arrives at work on time (the behavior) more frequently after being praised for showing up to work on time. Positive reinforcement is a successful technique used by leaders to motivate and attain desired behaviors from subordinates. Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Freight have all used reinforcement to increase productivity. Empirical research covering

1920-569: Is defined as the ability of an individual, group, or organization to " lead ", influence, or guide other individuals, teams , or organizations . "Leadership" is a contested term. Specialist literature debates various viewpoints on the concept, sometimes contrasting Eastern and Western approaches to leadership, and also (within the West) North American versus European approaches. Some U.S. academic environments define leadership as "a process of social influence in which

2000-511: Is imperative to consider employee emotional responses to organizational leaders. Emotional intelligence—the ability to understand and manage moods and emotions in the self and others—contributes to effective leadership within organizations. The neo-emergent leadership theory (from the Oxford Strategic Leadership Programme ) sees leadership as an impression formed through the communication of information by

2080-466: The Fiedler contingency model , the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. The path-goal model can be classified both as a contingency theory , as it depends on the circumstances, and as a transactional leadership theory , as the theory emphasizes the reciprocity behavior between the leader and

2160-632: The Mendelssohn violin concerto and Wieniawski Légende with Enescu conducting the Colonne Orchestra, and during the war Roger Désormière set down contemporaray French works by Messaien , Delvincourt , Barraud and Delannoy . After La Péri and the Symphonie fantastique from Paray in 1949 and 1951, the main conductor of the remaining records was Jean Fournet , with 28 discs between 1947 and 1951. Leader Leadership ,

2240-565: The Napoleonic marshals profiting from careers open to talent . In the autocratic / paternalistic strain of thought, traditionalists recall the role of leadership of the Roman pater familias . Feminist thinking, on the other hand, may object to such models as patriarchal and posit against them "emotionally attuned, responsive, and consensual empathetic guidance, which is sometimes associated with matriarchies ". Comparable to

2320-511: The Théâtre du Châtelet in November 1873. The Concerts Colonne placed particular emphasis on contemporary music of the time such as ( Saint-Saëns , Massenet , Charpentier , Fauré , d'Indy , Debussy , Ravel , Widor , Enescu , Dukas and Chabrier ), alongside which were programmed Wagner and Richard Strauss . Colonne and his orchestra were central to reviving and sustaining interest in

2400-723: The United States , United Kingdom , Germany , Italy , and Russia . Pathé was the first company to make master recordings in a different medium than the final commercial product. In the Pathé recording studios, masters were cut on what was called a "Master Cylinder", rapidly spinning wax cylinders that measured about 13 inches (33 cm) long and 4 + 1 ⁄ 2 inches (11 cm) in diameter. Beginning in 1913, special "Paradis" cylinders about 8 inches (20 cm) in diameter and 8 + 1 ⁄ 2 inches (22 cm) long were used. The large, fast-spinning cylinders allowed for

2480-580: The University of Oxford ) that further developed such characteristics. International networks of such leaders could help to promote international understanding and help "render war impossible". This vision of leadership underlay the creation of the Rhodes Scholarships , which have helped to shape notions of leadership since their creation in 1903. In the late 1940s and early 1950s, a series of qualitative reviews prompted researchers to take

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2560-489: The vanguard of a socialist revolution, which was to bring into existence the dictatorship of the proletariat . Other historical views of leadership have addressed the seeming contrasts between secular and religious leadership. The doctrines of Caesaro-papism have recurred and had their detractors over several centuries. Christian thinking on leadership has often emphasized stewardship of divinely-provided resources—human and material—and their deployment in accordance with

2640-471: The 19th century, the concept of leadership had less relevance than today—society expected and obtained traditional deference and obedience to lords, kings, master-craftsmen, and slave-masters. The Oxford English Dictionary traces the word "leadership" in English only as far back as 1821, when the term referred to the position or office of a designated leader. The abstract notion of "leadership" as embodying

2720-780: The Concerts Colonne were receiving 75,000 francs a year, the same as the Lamoureux, with other Parisian formations receiveing less. Notable premieres given by the Colonne include Saint-Saëns Danse macabre 1875, Chausson Soir de Fête 1898, Enesco Poème roumain 1898, and Symphony No.1 1906, d'Indy Jour d'été à la montagne 1906, Ravel Une barque sur l'océan 1907 and Rapsodie espagnole 1908, Ibert La ballade de la geôle de Reading 1922, Debussy Khamma 1924, Mihalovici Capriccio roumain 1937, Bondeville Symphonie chorégraphique 1965. The Colonne orchestra

2800-519: The Fiedler contingency model, the Vroom-Yetton decision model, and the path-goal theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency . This results from the interaction of leadership style and situational favorability (later called situational control ). The theory defines two types of leader: those who tend to accomplish

2880-572: The French premiere of his second symphony at the Théâtre du Châtelet. Among the principals under Colonne was Pierre Monteux , leader of the violas from 1893. As well as Mahler, Peter Tchaikovsky , Claude Debussy , Edvard Grieg , Richard Strauss , Maurice Ravel , Gabriel Pierne , and Prokofiev conducted their music with the orchestra over the years. For his Ballets Russes , the impressario Diaghilev engaged an orchestra in each city his company

2960-521: The Pathé vertical-cut discs abroad were abandoned in 1925, though they continued to sell in France until 1932. In mid-1922, Pathé introduced a lower priced label called Perfect . This label became one of the most popular and successful "dime store" labels of the 1920s, and survived beyond the end of the US Pathé label – discontinued in 1930 – right up to 1938. In January 1927, Pathé began recording using

3040-448: The Roman tradition, the views of Confucianism on 'right living' relate very much to the ideal of the (male) scholar-leader and his benevolent rule, buttressed by a tradition of filial piety. Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline... Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on

3120-822: The brothers designed and sold their own phonographs. These incorporated elements of other brands. Soon after, they also started marketing pre-recorded cylinder records. By 1896 the Pathé brothers had offices and recording studios not only in Paris, but also in London , Milan , and St. Petersburg . In 1894, the Pathé brothers started selling their own phonographs. The earliest Pathé offerings were phonograph cylinders . Pathé manufactured cylinder records until approximately 1914. In addition to standard size cylinder records ( 2 + 1 ⁄ 4 -inch-diameter (57 mm)), Pathé produced several larger styles. The "Salon" records measured 3 + 1 ⁄ 2 inches (8.9 cm) in diameter and

3200-417: The company started taking a more modern approach and commenced using the simple system of master and stamper discs that the rest of corporations were using. Finally, after 1929, the company dismantled their entire Master Cylinder archive and written proof of every selection recorded to finance the company after the crisis. The vertically cut Pathé discs normally required a special Pathé phonograph equipped with

3280-492: The complex nature of leadership which is found at all levels of institutions, both within formal and informal roles. Studies of leadership have produced theories involving (for example) traits , situational interaction, function, behavior , power , vision , values , charisma , and intelligence , among others. The Chinese doctrine of the Mandate of Heaven postulated the need for rulers to govern justly, and

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3360-482: The democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not "take charge", they can be perceived as a failure in protracted or thorny organizational problems. Theorists defined the style of leadership as contingent to the situation; this is sometimes called contingency theory . Three contingency leadership theories are

3440-406: The desired level, and reward effectiveness when expected outcome is reached. Leader–member exchange (LMX) theory addresses a specific aspect of the leadership process, which evolved from an earlier theory called the vertical dyad linkage model. Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this interaction is viewed as

3520-500: The early criticisms of the trait approach, theorists began to research leadership as a set of behaviors by evaluating the behavior of successful leaders, determining a behavior taxonomy, and identifying broad leadership styles. David McClelland , for example, posited that leadership requires a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential. Kurt Lewin , Ronald Lipitt, and Ralph White developed in 1939

3600-543: The follower responds well, the leader rewards him/her with extra coaching, favorable job assignments, and developmental experiences. If the follower shows high commitment and effort followed by additional rewards, both parties develop mutual trust, influence, and support of one another. Research shows the in-group members usually receive higher performance evaluations from the leader, higher satisfaction, and faster promotions than out-group members. In-group members are also likely to build stronger bonds with their leaders by sharing

3680-411: The followers to participate in group decision making and encouraged subordinate input. This entails avoiding controlling types of leadership and allows more personal interactions between leaders and their subordinates. The managerial grid model is also based on a behavioral theory. The model was developed by Robert Blake and Jane Mouton in 1964. It suggests five different leadership styles, based on

3760-643: The followers. Functional leadership theory addresses specific leader behaviors that contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion. While functional leadership theory has most often been applied to team leadership, it has also been effectively applied to broader organizational leadership as well. In summarizing literature on functional leadership, researchers observed five broad functions

3840-473: The following: While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks. Specifically, Stephen Zaccaro noted that trait theories still: Considering the criticisms of the trait theory outlined above, several researchers adopted a different perspective of leader individual differences—the leader-attribute-pattern approach. In contrast to

3920-475: The larger "Stentor" records measured 5 inches (13 cm) in diameter. The "Le Céleste" records, the largest commercial cylinder records manufactured by any phonograph company, measured 5 inches (13 cm) in diameter by 9 inches (23 cm) long. In 1905 the Pathé brothers entered the growing field of disc records . They needed to employ several unusual technologies as preventive measures against patent infringement. At first they sold single-sided discs with

4000-559: The largest sizes were a commercial failure and were not produced for long. In France, Pathé became the largest and most successful distributor of cylinder records and phonographs. These, however, failed to make significant headway in foreign markets such as the United Kingdom and the United States where other brands were already in widespread use. Although Pathé cylinder records were never popular outside France, their disc records sold successfully in many foreign countries such as

4080-493: The last 20 years suggests that applying reinforcement theory leads to a 17 percent increase in performance. Additionally, many reinforcement techniques such as the use of praise are inexpensive, providing higher performance for lower costs. Situational theory is another reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) (and Karl Marx ) said that

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4160-477: The leader and specific followers can lead to the creation of in-groups and out-groups . In-group members are said to have high-quality exchanges with the leader, while out-group members have low-quality exchanges with the leader. In-group members are perceived by the leader as being more experienced, competent, and willing to assume responsibility than other followers. The leader begins to rely on these individuals to help with especially challenging tasks. If

4240-485: The leader behaviors that were effective. This approach dominated much of the leadership theory and research for the next few decades. New methods and measurements were developed after these influential reviews that would ultimately reestablish trait theory as a viable approach to the study of leadership. For example, improvements in researchers' use of the round-robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across

4320-516: The leader or by other stakeholders, not through the actions of the leader. In other words, the reproduction of information or stories form the basis of the perception of leadership by the majority. It is well known by historians that the naval hero Lord Nelson often wrote his own versions of battles he was involved in, so that when he arrived home in England, he would receive a true hero's welcome. In modern society, various media outlets, including

4400-412: The leader tends to emphasize his/her formal authority to obtain compliance to leader requests. Research shows that out-group members are less satisfied with their job and organization, receive lower performance evaluations from the leader, see their leader as less fair, and are more likely to file grievances or leave the organization. Leadership can be an emotion-laden process, with emotions entwined with

4480-607: The leader's ability to build an interpersonal relationship with their followers, and to establish a form of mutual trust. These are considered "social oriented" behaviors. The Michigan State Studies, which were conducted in the 1950s, made further investigations and findings that positively correlated behaviors and leadership effectiveness. Although they had similar findings as the Ohio State studies, they also contributed an additional behavior identified in leaders: participative behavior (also called "servant leadership"), or allowing

4560-418: The leaders' concern for people and their concern for goal achievement. B. F. Skinner is the father of behavior modification and developed the concept of positive reinforcement . Positive reinforcement occurs when a positive stimulus is presented in response to a behavior, which increases the likelihood of that behavior in the future. The following is an example of how positive reinforcement can be used in

4640-568: The music of Berlioz after his death; following a 1877 concert performance of La Damnation de Faust at the Chatelet it became a permanent part of the orchestra's repertoire, played 117 times by the time of the composer's centenary in 1903, as well as other works by him. Under Colonne the orchestra mainly played French and German works; Colonne conducted the large majority of concerts with occasional guest conductors such as Felix Mottl , Hans Richter , and Arthur Nikisch . In April 1910 Mahler gave

4720-676: The new electronic microphone technology, as opposed to the strictly acoustical-mechanical method of recording they used until then. In December 1928, the French and British Pathé phonograph assets were sold to the British Columbia Graphophone Company . In July 1929, the assets of the American Pathé record company were merged into the newly formed American Record Corporation . However, the Pathé and Pathé-Marconi records imprints continued in Italy. In 1931

4800-400: The numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree relatives, Galton concluded that leadership was inherited. Cecil Rhodes (1853–1902) believed that public-spirited leadership could be nurtured by identifying young people with "moral force of character and instincts to lead", and educating them in contexts (such as the collegiate environment of

4880-468: The press and blogs, present their own interpretations of leaders. These depictions can stem from actual circumstances, but they might also arise from political influences, monetary incentives, or the personal agendas of the author, media, or leader. Consequently, the impression of leaders is often constructed and may not accurately mirror their genuine leadership attributes. This highlights the historical role of concepts like royal lineage , which once stood as

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4960-404: The qualities and behaviors associated with leaders and influencers developed only later during the 19th and 20th centuries - possibly traceable from 1870 onwards. Historically, industrialization , opposition to the ancien regime , and the phasing out of chattel slavery meant that some newly developing organizations ( nation-state republics , commercial corporations ) evolved a need for

5040-407: The question "What qualities distinguish an individual as a leader?" Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the " trait theory of leadership ". A number of works in the 19th century – when

5120-495: The right of subordinates to overthrow emperors who appeared to lack divine sanction. Pro- aristocracy thinkers have postulated that leadership depends on one's "blue blood" or genes . Monarchy takes an extreme view of the same idea, and may prop up its assertions against the claims of mere aristocrats by invoking divine sanction (see the divine right of kings ). On the other hand, more democratically inclined theorists have pointed to examples of meritocratic leaders, such as

5200-493: The same musical selection). As for the stampers, each stamper of both cylinders and disc (independently from the size) has the same serial number (different between both formats), and is more or less sequential, so that media from 1916 and before (before paper labels were introduced) can be more or less easily traced back after obtaining a great enough information about each "snapshot" of the Master Cylinder. After 1927,

5280-455: The same social backgrounds and interests. Out-group members often receive less time and more distant exchanges than their in-group counterparts. With out-group members, leaders expect no more than adequate job performance , good attendance, reasonable respect, and adherence to the job description in exchange for a fair wage and standard benefits. The leader spends less time with out-group members, they have fewer developmental experiences, and

5360-500: The seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making , praise and criticism ( feedback ), and the management of the group tasks ( project management ) according to three styles: authoritarian , democratic , and laissez-faire . In 1945, Ohio State University conducted

5440-423: The situation is considered a "favorable situation". Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom , in collaboration with Phillip Yetton and later with Arthur Jago, developed a taxonomy for describing leadership situations. They used this in

5520-668: The social influence process. A leader's mood affects his/her group. These effects can be described in three levels: In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Beyond the leader's mood, her/his behavior is a source for employee positive and negative emotions at work. The leader's behavior creates situations and events that lead to emotional response, for example by giving feedback, allocating tasks, and distributing resources. Since employee behavior and productivity are affected by their emotional states, it

5600-466: The strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, then one can be a leader. Machiavelli's The Prince , written in the early-16th century, provided a manual for rulers ("princes" or "tyrants" in Machiavelli's terminology) to gain and keep political power . Prior to

5680-443: The task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power,

5760-403: The times produce the person and not the other way around. This theory assumes that different situations call for different characteristics: no single optimal psychographic profile of a leader exists. According to the theory, "what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions." Some theorists synthesized

5840-609: The traditional approach, the leader-attribute-pattern approach is based on theorists' arguments that the influence of individual characteristics on outcomes is best understood by considering the person as an integrated totality rather than a summation of individual variables. In other words, the leader-attribute-pattern approach argues that integrated constellations or combinations of individual differences may explain substantial variance in both leader emergence and leader effectiveness beyond that explained by single attributes, or by additive combinations of multiple attributes. In response to

5920-433: The traditional authority of monarchs, lords, and bishops had begun to wane – explored the trait theory at length: especially the writings of Thomas Carlyle and of Francis Galton . In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton's Hereditary Genius (1869) examined leadership qualities in the families of powerful men. After showing that

6000-405: The trait and situational approaches. Building upon the research of Lewin et al., academics normalized the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in. The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management;

6080-729: The usual 75 to 80 rpm. Originally, the groove started on the inside, near the center of the disc, and spiraled out to the edge. In 1916, Pathé changed over to the customary rim-start format, a more nearly normal 80 rpm speed, and paper labels instead of the stamped-in, paint-filled text previously used. Pathé discs were commonly produced in 10 inches (25 cm), 10 + 1 ⁄ 2 inches (27 cm), and 11 + 1 ⁄ 2 inches (29 cm) sizes. 6 + 1 ⁄ 2 inches (17 cm), 8 inches (20 cm), and 14 inches (36 cm) discs were also made, as were very large 20 inches (51 cm) discs that played at 120 rpm. Due to their fragility, unwieldiness, and much higher price,

6160-557: Was developed by Robert House and was based on the expectancy theory of Victor Vroom . According to House, "leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance". The theory identifies four leader behaviors, achievement-oriented , directive , participative , and supportive , that are contingent to environment factors and follower characteristics. In contrast to

6240-426: Was generally undetectable on acoustic wind-up phonographs of the period, but is noticeable on electric and more modern equipment.), and has transformed the company's early discography into one of the most daunting to rebuild. More specifically, the most important part of the Pathé system was the way master cylinders and their finished product were catalogued; in a way very similar to Berliner Gramophone's , Pathé used

6320-405: Was one of the first orchestras to embark on a series of sound recordings when from 1908-09 Colonne himself went into the studio, leading to 20 discs with the orchestra for Pathé in Paris into the 1920s. A second period of recording for the orchestra occurred from 1928 to 1931 under Pierné amounting to 148 78 sides, encompassing French, Russian and German repertoire. In 1938 Yehudi Menuhin recorded

6400-474: Was visiting; in Paris it was the Colonne, which thus after the death of its founder played for the premieres of ballets such as L'Oiseau de feu (1910), Petrushka (1911), Afternoon of a Faun (1912), Daphnis et Chloé (1912), Jeux (1913) and Le Sacre du printemps (1913). Even after the departure of its founder the orchestra championed new music, with 22 premieres in the 1923–24 season. State subsidies for orchestras had begun in France in 1897; by 1929

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