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Management and the classical school - part 1
Management and the classical school - part 2
Management and the classical school - part 3
The human relations school - part 1
The human relations school - part 2
Systems theory
Contingency theory - part 1
Contingency theory - part 2
Management by objectives
Contemporary concepts in management
Power, authority, delegation and empowerment - part 1
Power, authority, delegation and empowerment - part 2
Management and leadership
Personality/trait theories
Style theories - part 1
Style theories - part 2
Style theories - part 3
Contingency/situational theories - part 1
Contingency/situational theories - part 2
Transactional and transformational leadership
Distributive leadership
Leadership in different contexts
Ethical implications of leadership
Key features of performance management - part 1
Key features of performance management - part 2
Behavioural aspects of control - part 1
Behavioural aspects of control - part 2
Behavioural aspects of control - part 3
Performance reporting and appraisal - part 1
Performance reporting and appraisal - part 2
Rewards and sanctions - part 1
Rewards and sanctions - part 2
Rewards and sanctions - part 3
Rewards and sanctions - part 4
Coaching and mentoring - part 1
Coaching and mentoring - part 2
Organisational culture - part 1
Organisational culture - part 2
Organisational culture - part 3
Organisational culture - part 4
Organisational culture - part 5
Employer and employee relations - part 1
Employer and employee relations - part 2
Groups and teams - part 1
Groups and teams - part 2
Groups and teams - part 3
Groups and teams - part 4
Communication - part 1
Communication - part 2
Communication - part 3
Negotiation - part 1
Negotiation - part 2
Negotiation - part 3
Influence and persuasion - part 1
Influence and persuasion - part 2
Conflict management - part 1
Conflict management - part 2
Conflict management - part 3
Lesson 14

Personality/trait theories

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