Previous Chapter Chapter 4: Avoiding Leadership and Involved Leadership Next Chapter

  • Citations
  • Add to My List
  • Text Size

Avoiding Leadership and Involved Leadership
Avoiding leadership and involved leadership

This dichotomy between high and low avoiding styles has been defined by Thomas and Kilmann (1974) within their well-known Conflict Mode Instrument – also discussed in connection with Accommodating Leadership and Competitive Leadership, and with Compromising Leadership and Cooperative Leadership. Of the five possible ways of approaching a situation of disagreement, usually two or three modes of operating are popular with each leader or manager, with one or two being low preferences, and possibly one or two moderate preferences. The preferences reflected in the scores show the following:

  • How collaborative a leader may ...

Looks like you do not have access to this content.


Don’t know how to login?

Click here for free trial login.

Back to Top

Copy and paste the following HTML into your website