Toward a contingency theory of leadership based upon the consideration and initiating structure literature

1974 ◽  
Vol 12 (1) ◽  
pp. 62-82 ◽  
Author(s):  
Steven Kerr ◽  
Chester A. Schriesheim ◽  
Charles J. Murphy ◽  
Ralph M. Stogdill
Keyword(s):  
Contingency Theory ◽  
Initiating Structure

Contingency theory and Institutionalism: A literature review

2018 ◽  
Vol 2 (2) ◽  
pp. 1-6
Author(s):  
Moon-Kyo SEO ◽  
◽  
Myeong-Cheol CHOI ◽  
Keyword(s):  
Literature Review ◽  
Contingency Theory

Designs for Environmental Scanning Systems: Tests of a Contingency Theory

1996 ◽  
Vol 42 (2) ◽  
pp. 187-204 ◽  
Author(s):  
Masoud Yasai-Ardekani ◽  
Paul C. Nystrom
Keyword(s):  
Contingency Theory ◽  
Environmental Scanning ◽  
Scanning Systems

scholarly journals Governing information technology (IT) investment: A contingency perspective on organization’s IT investment goals

2021 ◽  
pp. 031289622110095
Author(s):  
Syaiful Ali ◽  
Peter Green ◽  
Alastair Robb ◽  
Adi Masli
Keyword(s):  
Information Technology ◽  
Boards Of Directors ◽  
Contingency Theory ◽  
Jel Classification ◽  
It Investment ◽  
It Investments ◽  
Contingency Perspective ◽  
Uniform Approach ◽  
Business Executives

Using contingency theory, we argue that there is not a uniform approach for companies to govern information technology (IT) investments. Rather, the level of governance over IT investments is contingent upon the organization’s goals for its IT investments. We find that Australian organizations with both operation- and market-focused IT investment goals (i.e. dual-focused IT goals) demonstrate higher IT investment governance (ITIG) levels than those with less focused IT goals. We also document that dual-IT-focused firms that do not implement high levels of ITIG underperform. Our study informs business executives, boards of directors, and other practitioners interested in governance implementations over IT investments. JEL Classification: M1

Leadership approaches for modern nursing practice

2021 ◽  
pp. 1-5
Author(s):  
Peter Ellis
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Nursing Practice ◽  
Contingency Theory ◽  
Leadership Role ◽  
Knowledge And Skills ◽  
The Core ◽  
Leadership Approaches ◽  
Cardiovascular Care

This article identifies leadership as a key responsibility of all nurses, including those working in cardiovascular care—whether they are in a leadership role or whether they have to exercise it in their practice. It identifies that, contrary to early theories, leadership knowledge and skills may be taught and learned. It identifies the core definitions of leadership as being influenced by the person, result, position, purpose or process. It goes on to discuss two key approaches to leadership that suit modern nursing practice: contingency theory and transformational leadership. These approaches are demonstrated as pertinent to modern nursing practice because they focus on the development of people and the team, and require emotional intelligence.

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