significant and are part of their community or team and in which learning and competence matter (Bennis, as cited in Hersey & Blanchard, 1993, pp. 97-99).
Bennis is reinforced by other researchers who have identified not only positive characteristics of successful leaders but certain negative traits, or "fatal flaws," that tend to guarantee the "derailment" of leaders. Among these are the betrayal of trust--or failure to follow through on promises--and insensitivity to others (Hersey & Blanchard, 1993, pp. 100-101).
Although the traits approach still has its advocates, its lack of validation led to the investigation of leadership along other lines. Chief among these were the attitudinal approaches pursued between 1945, with the Ohio State and Michigan studies, and the mid-1960s, with the development of the managerial grid. Attitudinal approaches have in common the measurement (through a questionnaire or other survey tool) of attitudes or predispositions toward leadership (Hersey & Blanchard, 1993, p. 100).
The Ohio State studies led to the categorization of leadership into two dimensions: initiating struct
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