Assignment Prompt & Instructions
– 2 years ago
**files (9)**
– ## DirectionsfortheoryMatrix.docx
– ## matrixassignmentweek1.docx
– SITUATIONALAPPROACH.docx
– pathgoaltheory.docx
– authenticleadership.docx
– inclusiveleadership.docx
– servantleadership.docx
– transformationalapproach.docx
– adaptiveleadership.docx
**## DirectionsfortheoryMatrix.docx**
I had another tutor do these for me, and all of them were done wrong. These are all feedbacks from the instructor, so please use matrix format but change them around with the first one being the Great Man & Traits Theory (Big Five) and the second one will be the Skills Based Approach & Behavioral Approach, the third being Situational Theory and Path Goal theory, number 4 being Leader member exchange and Transformational leadership, the fifth being Authentic leadership and Servant Leadership, and 6th being Adaptive Leadership and Inclusive Leadership. You can use some of the information off of the example I sent you because the instructor has seen these and I can use them again. I just want to make sure that you understood the assignment. All together you will have 6 leadership theories to use. I will send you the resources on another page to look over the theories from the text. You can use information from other sources as well but the textbook is great for the information.
Here is the info feedback from instructor: The matrix should focus on the core concepts that attach to the module: look at the title of each module to see what the "theme" for the module is. That would be the focus of the matrix each week. This first attempt is just a summary at too high of a level to explain the great man or traits theory — the two topics for this module. Use the reading from the book to focus your attention and then develop a synthesis/summary with examples from your life that might reflect the theory.
**## matrixassignmentweek1.docx**
1
**Matrix Assignment**
Thaddeus Cain
OGL-510
Dr. Sean Williams
January 19, 2024
YOU CAN USE THE INFORMATION FROM THIS MATRIX FOR THE NEW ONE. INSTRUCTOR HAS ALREADY SEEN THIS, HE JUST NEEDS ME TO DO THE OTHERS. HERE IS HIS FEEDBACK FOR THIS ONE. I DID NOT PUT THEM IN THE CORRECT ORDER THEREFORE THE ORDER SHOULD BE G
**reat Man & Traits Theory (Big Five) and the second one will be the Skills Based Approach & Behavioral Approach, the third being Situational Theory and Path Goal theory, number 4 being Leader member exchange and Transformational leadership, the fifth being Authentic leadership and Servant Leadership, and 6th being Adaptive Leadership and Inclusive Leadership, in this order**
The matrix should focus on the core concepts that attach to the module: look at the title of each module to see what the "theme" for the module is. That would be the focus of the matrix each week. This first attempt is just a summary at too high of a level to explain the great man or traits theory — the two topics for this module. Use the reading from the book to focus your attention and then develop a synthesis/summary with examples from your life that might reflect the theory.
Review the example I'll post in the announcements.
Comprehensive Theory Matrix
| | | | | |
| — | — | — | — | — |
| Theory/Model | Foundations | Foundations | Research | Notes |
| Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
| Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
| Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
| Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
| Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |
References
Ezeasoibe, K. A. (2025).
_Examining Leadership Impact on School Climate_.
[Link](https://scholar.uwindsor.ca/major-papers/328/).
GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
[https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)
Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
_AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
_3_(1), 51-61.
[http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)
Makumbe, W. (2025).
_Leadership and Organizational Commitment in Telecoms_.
[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)
Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).
Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)
**SITUATIONALAPPROACH.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/situationalapproach-docx-10200859)
**pathgoaltheory.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/pathgoaltheory-docx-10200861)
**authenticleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/authenticleadership-docx-10200849)
**inclusiveleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/inclusiveleadership-docx-10200855)
**servantleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/servantleadership-docx-10200857)
**transformationalapproach.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/transformationalapproach-docx-10200863)
**adaptiveleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/adaptiveleadership-docx-10200847)
**adaptiveleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/adaptiveleadership-docx-10200847)
**## DirectionsfortheoryMatrix.docx**
I had another tutor do these for me, and all of them were done wrong. These are all feedbacks from the instructor, so please use matrix format but change them around with the first one being the Great Man & Traits Theory (Big Five) and the second one will be the Skills Based Approach & Behavioral Approach, the third being Situational Theory and Path Goal theory, number 4 being Leader member exchange and Transformational leadership, the fifth being Authentic leadership and Servant Leadership, and 6th being Adaptive Leadership and Inclusive Leadership. You can use some of the information off of the example I sent you because the instructor has seen these and I can use them again. I just want to make sure that you understood the assignment. All together you will have 6 leadership theories to use. I will send you the resources on another page to look over the theories from the text. You can use information from other sources as well but the textbook is great for the information.
Here is the info feedback from instructor: The matrix should focus on the core concepts that attach to the module: look at the title of each module to see what the "theme" for the module is. That would be the focus of the matrix each week. This first attempt is just a summary at too high of a level to explain the great man or traits theory — the two topics for this module. Use the reading from the book to focus your attention and then develop a synthesis/summary with examples from your life that might reflect the theory.
**## matrixassignmentweek1.docx**
1
**Matrix Assignment**
Thaddeus Cain
OGL-510
Dr. Sean Williams
January 19, 2024
YOU CAN USE THE INFORMATION FROM THIS MATRIX FOR THE NEW ONE. INSTRUCTOR HAS ALREADY SEEN THIS, HE JUST NEEDS ME TO DO THE OTHERS. HERE IS HIS FEEDBACK FOR THIS ONE. I DID NOT PUT THEM IN THE CORRECT ORDER THEREFORE THE ORDER SHOULD BE G
**reat Man & Traits Theory (Big Five) and the second one will be the Skills Based Approach & Behavioral Approach, the third being Situational Theory and Path Goal theory, number 4 being Leader member exchange and Transformational leadership, the fifth being Authentic leadership and Servant Leadership, and 6th being Adaptive Leadership and Inclusive Leadership, in this order**
The matrix should focus on the core concepts that attach to the module: look at the title of each module to see what the "theme" for the module is. That would be the focus of the matrix each week. This first attempt is just a summary at too high of a level to explain the great man or traits theory — the two topics for this module. Use the reading from the book to focus your attention and then develop a synthesis/summary with examples from your life that might reflect the theory.
Review the example I'll post in the announcements.
Comprehensive Theory Matrix
| | | | | |
| — | — | — | — | — |
| Theory/Model | Foundations | Foundations | Research | Notes |
| Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
| Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
| Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
| Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
| Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |
References
Ezeasoibe, K. A. (2025).
_Examining Leadership Impact on School Climate_.
[Link](https://scholar.uwindsor.ca/major-papers/328/).
GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
[https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)
Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
_AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
_3_(1), 51-61.
[http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)
Makumbe, W. (2025).
_Leadership and Organizational Commitment in Telecoms_.
[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)
Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).
Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)
**SITUATIONALAPPROACH.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/situationalapproach-docx-10200859)
**pathgoaltheory.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/pathgoaltheory-docx-10200861)
**authenticleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/authenticleadership-docx-10200849)
**inclusiveleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/inclusiveleadership-docx-10200855)
**servantleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/servantleadership-docx-10200857)
**transformationalapproach.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/transformationalapproach-docx-10200863)
**adaptiveleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/adaptiveleadership-docx-10200847)
**## DirectionsfortheoryMatrix.docx**
I had another tutor do these for me, and all of them were done wrong. These are all feedbacks from the instructor, so please use matrix format but change them around with the first one being the Great Man & Traits Theory (Big Five) and the second one will be the Skills Based Approach & Behavioral Approach, the third being Situational Theory and Path Goal theory, number 4 being Leader member exchange and Transformational leadership, the fifth being Authentic leadership and Servant Leadership, and 6th being Adaptive Leadership and Inclusive Leadership. You can use some of the information off of the example I sent you because the instructor has seen these and I can use them again. I just want to make sure that you understood the assignment. All together you will have 6 leadership theories to use. I will send you the resources on another page to look over the theories from the text. You can use information from other sources as well but the textbook is great for the information.
Here is the info feedback from instructor: The matrix should focus on the core concepts that attach to the module: look at the title of each module to see what the "theme" for the module is. That would be the focus of the matrix each week. This first attempt is just a summary at too high of a level to explain the great man or traits theory — the two topics for this module. Use the reading from the book to focus your attention and then develop a synthesis/summary with examples from your life that might reflect the theory.
**## matrixassignmentweek1.docx**
1
**Matrix Assignment**
Thaddeus Cain
OGL-510
Dr. Sean Williams
January 19, 2024
YOU CAN USE THE INFORMATION FROM THIS MATRIX FOR THE NEW ONE. INSTRUCTOR HAS ALREADY SEEN THIS, HE JUST NEEDS ME TO DO THE OTHERS. HERE IS HIS FEEDBACK FOR THIS ONE. I DID NOT PUT THEM IN THE CORRECT ORDER THEREFORE THE ORDER SHOULD BE G
**reat Man & Traits Theory (Big Five) and the second one will be the Skills Based Approach & Behavioral Approach, the third being Situational Theory and Path Goal theory, number 4 being Leader member exchange and Transformational leadership, the fifth being Authentic leadership and Servant Leadership, and 6th being Adaptive Leadership and Inclusive Leadership, in this order**
The matrix should focus on the core concepts that attach to the module: look at the title of each module to see what the "theme" for the module is. That would be the focus of the matrix each week. This first attempt is just a summary at too high of a level to explain the great man or traits theory — the two topics for this module. Use the reading from the book to focus your attention and then develop a synthesis/summary with examples from your life that might reflect the theory.
Review the example I'll post in the announcements.
Comprehensive Theory Matrix
| | | | | |
| — | — | — | — | — |
| Theory/Model | Foundations | Foundations | Research | Notes |
| Transformational Leadership | Uses the head's charm or influence to transform followers beyond their self-benefits in favor of organizational objectives through Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration | – James MacGregor Burns (Originator, 1978) – Bernard Bass (Expanded framework, 1985) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). – Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Effective for inspiring innovation and fostering organizational commitment. Critique: Reliance on charisma may limit its applicability in bureaucratic settings |
| Servant Leadership | Prioritizes serving the needs of followers, emphasizing empathy, listening, and ethical behavior. Advocates for a service-driven rather than power-centric approach. | Robert K. Greenleaf (Originator, 1970) – Larry Spears (Characteristics, 1995) | Islam, S., Alam, M. J., et al. (2024). Influence of Leadership Styles on Outcomes among Private Organisations in Bangladesh. <br>[Link](https://www.researchgate.net/publication/388032560). <br> <br>- Poulaki, I., & Korakis, G. (2025). A Systematic Literature Review on Emotional Intelligence and Transformational Leadership. <br>[Link](https://www.mdpi.com/2673-7116/5/1/4) | Reflection: Ideal for nurturing ethical cultures but may lack focus on operational metrics. Critique: Not always suitable for competitive, profit-driven environments. |
| Situational Leadership | Leadership style should adapt to follower competence and commitment levels, using directing, coaching, supporting, and delegating approaches. | – Paul Hersey (Co-originator) – Ken Blanchard (Co-originator) | – Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance. <br>[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389). – Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees. <br>[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626). | Reflection: Practical in its adaptability but oversimplifies leadership by categorizing styles rigidly. Best used in dynamic environments. |
| Path-Goal Theory | Leaders direct and motive followers by elucidating the path toward goals, getting rid of obstacles, using directive, supportive, participative, or achievement-oriented styles. | – Robert House (Originator, 1971) – Martin Evans (Early contributor) | Ezeasoibe, K. A. (2025). Examining Leadership Impact on School Climate. <br>[Link](https://scholar.uwindsor.ca/major-papers/328/). – Makumbe, W. (2025). Leadership and Organizational Commitment in Telecoms. <br>[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html) | Reflection: Ensures clarity and guidance for followers, but heavy reliance on leader involvement can undermine follower autonomy. |
| Servant Leadership | Serves followers first, ensuring their growth and well-being to achieve organizational goals. Values ethics and emotional intelligence. | – Robert Greenleaf (Pioneered, 1977) <br>- Larry Spears (Introduced 10 principles) | – Harmi et al. Career Neutrality in Leadership. 2025. <br>- Safai et al., 2025. Employee Productivity Study | Applications exist in public and corporate sectors. Reflection: Fosters long-term trust but needs measurable performance integration. Critiques often come about missing outcome performance |
References
Ezeasoibe, K. A. (2025).
_Examining Leadership Impact on School Climate_.
[Link](https://scholar.uwindsor.ca/major-papers/328/).
GREENLEAF, R. The term servant-leader was coined and the modern concept of servant-leadership suggested by Robert K. Greenleaf during the turbulent student movements of the 1960s. Troubled by what he witnessed, Greenleaf (1977) pondered the issues of the times that spawned such an amazing sense of distrust and even contempt for leaders (p. 17). Out of his musings, and.
[https://www.academia.edu/download/117313468/266.pdf](https://www.academia.edu/download/117313468/266.pdf)
Harmi, H., Syahsudarmi, S., & Munthe, R. A. (2025). PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN KOMUNIKASI KERJA TERHADAP KINERJA PEGAWAI PADA SEKRETARIAT DEWAN PERWAKILAN RAKYAT PROVINSI RIAU MELALUI KEPUASAN KERJA SEBAGAI INTERVENING.
_AMNESIA (JURNAL MANAJEMEN SUMBER DAYA MANUSIA)_,
_3_(1), 51-61.
[http://ingreat.id/index.php/amnesia/article/view/153](http://ingreat.id/index.php/amnesia/article/view/153)
Makumbe, W. (2025).
_Leadership and Organizational Commitment in Telecoms_.
[Link](https://www.emerald.com/insight/content/doi/10.1108/ajems-09-2024-0514/full/html)
Uripan, K. I., & Mahendra, A. M. (2025). The Influence of Transformational Leadership Style on Employee Performance.
[Link](https://malaqbipublisher.com/index.php/IJHABS/article/view/389).
Wikarno, W. (2025). The Role of Leadership Style in Motivating Employees.
[Link](https://journal-nusantara.id/index.php/J-CEKI/article/view/6626)
**SITUATIONALAPPROACH.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/situationalapproach-docx-10200859)
**pathgoaltheory.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/pathgoaltheory-docx-10200861)
**authenticleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/authenticleadership-docx-10200849)
**inclusiveleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/inclusiveleadership-docx-10200855)
**servantleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/servantleadership-docx-10200857)
**transformationalapproach.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/transformationalapproach-docx-10200863)
**adaptiveleadership.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/adaptiveleadership-docx-10200847)