Mary Parker Follett was a pioneering thinker in the field of management and organizational theory during the early 20th century. She introduced the concept of "circular response" in her work, particularly in her book "Dynamic Administration" published in 1941, posthumously.

Circular response, in Follett's framework, refers to a dynamic interaction between different elements within an organization or system. It emphasizes the interrelatedness and interdependence of various parts within a system. Instead of linear cause-and-effect relationships, circular response suggests that actions and reactions within a system form a continuous loop, where each action influences and is influenced by others in a reciprocal manner.

Follett's idea of circular response challenges traditional hierarchical models of management and instead promotes the concept of "integration" or "integration of differences." She believed that effective management involves recognizing and harnessing the interconnectedness of different parts of an organization to achieve harmony and synergy, rather than relying solely on top-down authority or command-and-control mechanisms.

In essence, circular response highlights the complexity and interconnected nature of organizational dynamics, advocating for a more holistic and inclusive approach to management and decision-making.

Mary Parker Follett was a pioneering thinker in the field of management and organizational theory during the early 20th century. She introduced the concept of "circular response" in her work, particularly in her book "Dynamic Administration" published in 1941, posthumously.

Circular response, in Follett's framework, refers to a dynamic interaction between different elements within an organization or system. It emphasizes the interrelatedness and interdependence of various parts within a system. Instead of linear cause-and-effect relationships, circular response suggests that actions and reactions within a system form a continuous loop, where each action influences and is influenced by others in a reciprocal manner.

Follett's idea of circular response challenges traditional hierarchical models of management and instead promotes the concept of "integration" or "integration of differences." She believed that effective management involves recognizing and harnessing the interconnectedness of different parts of an organization to achieve harmony and synergy, rather than relying solely on top-down authority or command-and-control mechanisms.

In essence, circular response highlights the complexity and interconnected nature of organizational dynamics, advocating for a more holistic and inclusive approach to management and decision-making.

Rensis Likert has given "Four Systems of Management Leadership" Model in 1961.

• System 1: (Exploitative Authoritative)
• System 2: (Benevolent Authoritative)
• System 3: (Consultative)
• System 4: Participative Group or Democratic

According to Likert, the most effective Leadership style is system 4: (Participative Group or Democratic Style)

Mary Parker Follett was a pioneering thinker in the field of management and organizational theory during the early 20th century. She introduced the concept of "circular response" in her work, particularly in her book "Dynamic Administration" published in 1941, posthumously.

Circular response, in Follett's framework, refers to a dynamic interaction between different elements within an organization or system. It emphasizes the interrelatedness and interdependence of various parts within a system. Instead of linear cause-and-effect relationships, circular response suggests that actions and reactions within a system form a continuous loop, where each action influences and is influenced by others in a reciprocal manner.

Follett's idea of circular response challenges traditional hierarchical models of management and instead promotes the concept of "integration" or "integration of differences." She believed that effective management involves recognizing and harnessing the interconnectedness of different parts of an organization to achieve harmony and synergy, rather than relying solely on top-down authority or command-and-control mechanisms.

In essence, circular response highlights the complexity and interconnected nature of organizational dynamics, advocating for a more holistic and inclusive approach to management and decision-making.

The definition of leadership as "the ability of a manager to induce subordinates to work with zeal and confidence" is often attributed to Harold Koontz and Cyril O'Donnell. This definition appears in their book "Principles of Management: An Analysis of Managerial Functions," which was first published in 1955.

Koontz and O'Donnell were prominent management scholars who contributed significantly to the field of management theory. Their definition emphasizes the role of managers in motivating and inspiring their subordinates to perform effectively, indicating that leadership involves more than just giving orders or exercising authority; it involves eliciting enthusiasm and confidence from employees.

Mary Parker Follett, an American social philosopher, management consultant, and founder of organizational theory and behavior, has analyzed leadership in terms of "circular response". Follett believed that people and society influence each other equally, and her main hypothesis came from her work in community centers. She wrote many books, essays, articles, lectures, and other works on topics like politics, interpersonal relationships, psychology, organizational behavior, and conflict management. Follett's work revolutionized organizational behavior theory by using psychology and human relations in industrial management.

Austrian psychologist Fred Edward Fiedler developed the contingency theory of leadership in 1964. The theory is based on his research into the personalities and characteristics of leaders.

The theory emphasizes the importance of both the leader's personality and the situation in which they operate. It states that there is no one best style of leadership, and a leader's effectiveness is based on the situation. The theory recognizes that there is no one-size-fits-all leadership style, and what works in one situation may not be effective in another.
Fiedler's model continues to be one of the leading contingency leadership theories. Other models that have been developed from Fiedler's research include:

• The Situational Leadership® model, developed by Paul Hersey and Kenneth Blanchard in 1982
• The Path-Goal model, developed by Martin Evans and Robert House in 1971
• The Decision-Making model, developed by Victor Vroom and Philip Yetton in 1973