| 93%/80% of Communication is Nonverbal |
Outright Debunked |
Claims that communication is 80% or 93% nonverbal. |
Misinterpretation of original research; applies only in specific contexts, not broadly. |
Don’t use. |
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| Only use X% of my brain |
Outright Debunked |
Claims humans only use 20% of their brains |
Never true. |
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| Left-Brain vs. Right-Brain Styles |
Outright Debunked |
Suggests leaders are either left-brained (analytical) or right-brained (creative). |
Neuroscience shows both hemispheres are involved in nearly all activities. |
Don’t use. |
|
| Losada Ratio |
Pseudoscientific |
Proposes a positivity ratio of at least 3:1 for teams to thrive. |
Invalid mathematical basis; dismissed as pseudoscience. |
Don’t use. |
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| Learning Styles Theory |
Pseudoscientific |
Tailoring leadership development to individual learning styles enhances effectiveness. |
No substantial evidence; may limit versatile skill development. |
Don’t use. |
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| Masculine vs. Feminine Leadership |
Fundamentally Flawed |
Categorizes leadership styles along gendered lines: masculine vs. feminine. |
Reinforces stereotypes; ignores individual and context-based variability. |
Don’t use. |
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| Hawthorne Effect |
Oversimplified and Misleading |
Workers are more productive when they know they are being observed. |
Original research had flaws; effect is not as strong or generalizable as once thought. |
Use with care & nuance. |
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| Trait Theory of Leadership |
Oversimplified and Misleading |
Certain inherent traits make individuals more effective leaders. |
Oversimplifies leadership; ignores context and adaptability. |
Use with care & nuance. |
Behavioral and Contingency Theories |
| Six Thinking Hats |
Oversimplified and Misleading |
Decision-making improved by adopting different modes of thinking symbolized by hats. |
Too simplistic; real decision-making integrates multiple perspectives simultaneously. |
Use with care & nuance. |
Integrative Thinking Models |
| Maslow's Hierarchy of Needs |
Oversimplified and Misleading |
Human needs progress through a pyramid from basic to advanced needs. |
Lacks empirical support; needs are not pursued in a rigid sequence. |
Use with care & nuance. |
Self-Determination Theory |
| Hygiene-Motivation Theory |
Oversimplified and Misleading |
Job satisfaction arises from motivators; dissatisfaction from hygiene factors. |
Oversimplifies motivation; factors are interrelated, not distinct. |
Use with care & nuance. |
Job Characteristics Model |
| Tannenbaum and Schmidt's Continuum |
Oversimplified and Misleading |
Leadership exists on a continuum from autocratic to democratic. |
Simplistic linear model; misses non-linear dynamics. |
Use with care & nuance. |
Adaptive Leadership, Contingency Theories |
| Five Stages of Group Development |
Oversimplified and Misleading |
Groups go through stages: forming, storming, norming, performing, adjourning. |
Teams rarely move linearly; development is iterative and complex. |
Use with care & nuance. |
Punctuated Equilibrium Model |
| ERG Theory |
Oversimplified and Misleading |
Needs pursued simultaneously across existence, relatedness, growth. |
Limited empirical support; oversimplifies human motivation. |
Use with care & nuance. |
Self-Determination Theory |
| Theory X and Theory Y |
Oversimplified and Misleading |
Theory X sees people as lazy; Theory Y sees them as self-motivated. |
Overly simplistic; managers often need a mix depending on the situation. |
Use with care & nuance. |
Theory Z, Participative Management |
| Myers-Briggs Type Indicator (MBTI) |
Mixed Evidence |
Categorizes individuals into 16 personality types. |
Lacks reliability and validity; types are inconsistent over time. |
Use OCEAN model. |
Big Five (OCEAN) |
| Situational Leadership Model |
Mixed Evidence |
Leaders adapt their style based on followers' competence and commitment levels. |
Limited empirical support; may oversimplify complex dynamics. |
Use with care & nuance. |
Adaptive Leadership, Path-Goal Theory |
| Transactional vs. Transformational Leadership |
Mixed Evidence |
Transactional focuses on rewards/punishments; transformational aims to inspire. |
Overemphasizes transformational; effective leadership blends both. |
Use with care & nuance. |
Full Range Leadership Model |
| Emotional Intelligence as the Key Skill |
Mixed Evidence |
EQ is the ultimate determinant of leadership success. |
Overstates EQ's importance; success depends on multiple factors. |
Use with care & nuance. |
Balanced Competency Models |
| Theory U |
Mixed Evidence |
Transformation requires stages of sensing, presencing, realizing. |
Lacks empirical support; impractical in high-pressure environments. |
Use with care & nuance. |
Design Thinking Approaches |
| Charismatic Leadership Theory |
Mixed Evidence |
Leaders succeed due to compelling charisma motivating followers. |
Charisma alone is insufficient; may suppress dissent and critical thinking. |
Use with care & nuance. |
Transformational Leadership |