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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 ...

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