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Quick Revision Table
| Concept | Key Fact | RPSC Relevance |
|---|---|---|
| Stogdill (1948) | 124 studies; 6 traits; situational interaction needed | Trait theory — first Q |
| Ohio State Studies | Initiating Structure + Consideration (1940s–50s) | Behavioural theory |
| Likert (1947–61) | 4 Systems; employee-centred = higher performance | Michigan studies |
| Blake & Mouton (1964) | Managerial Grid; (9,9) Team Management = ideal | 5-mark theory Q |
| Fiedler (1967) | LPC scale; situational favourableness; contingency | Contingency theory |
| Hersey-Blanchard (1969) | Follower readiness; S1–S4 styles; flex leadership | Situational theory — expected |
| Burns (1978) | Transformational vs. Transactional; Pulitzer-winning | Key distinction |
| Bass (1985) | 4 Is of Transformational; Full Range Leadership Model | Most exam-relevant |
| Greenleaf (1970) | Servant leadership; 10 characteristics | Public admin relevance |
| Weber (1922) | Charismatic authority; routinisation of charisma | Charismatic leadership |
| Conger & Kanungo (1987) | Charisma attribution; 5 behaviours | Charismatic model |
| Goleman (2000) | 6 leadership styles; authoritative = best climate | HBR study, EI + leadership |
| Kautilya | "Praja's happiness = King's happiness" | Indian servant leadership |
| Gandhi Trusteeship | Authority held in trust for society | Servant leadership Indian |