Editing Leadership (section)

===Functional theory===
{{Main|Functional leadership model}}
[[File:Defense.gov News Photo 100805-F-7552L-211 - Commander of the International Security Assistance Force Gen. David H. Petraeus center U.S. Army talks with U.S. soldiers of the 2nd Battalion.jpg|thumb|General [[David Petraeus]] talks with U.S. soldiers serving in Afghanistan.]]
Functional leadership theory<ref>{{multiref2
|1={{cite book|last1=Hackman|first1=J.R.|last2=Walton|first2=R.E.|year=1986|chapter=Leading groups in organizations|editor-first=P.S.|editor-last=Goodman|display-editors=etal|title=Designing influential workgroups}}
|2=[[McGrath]], 1962{{full citation needed|date=August 2023}}
|3=Adair, 1988{{full citation needed|date=August 2023}}
|4=Kouzes & Posner, 1995{{full citation needed|date=August 2023}} }}</ref> addresses specific leader behaviors that contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion.<ref>{{multiref2
|1=Fleishman et al., 1991{{full citation needed|date=August 2023}}
|2=Hackman & Wageman, 2005{{full citation needed|date=August 2023}}
|3={{cite book|last1=Hackman|first1=J.R.|last2=Walton|first2=R.E.|year=1986|chapter=Leading groups in organizations|editor-first=P. S.|editor-last=Goodman|display-editors=etal|title=Designing influential workgroups}} }}</ref>{{full citation needed|date=August 2023}} While functional leadership theory has most often been applied to team leadership,<ref>Zaccaro, Rittman, & Marks, 2001{{full citation needed|date=August 2023}}</ref>{{full citation needed|date=August 2023}} it has also been effectively applied to broader organizational leadership as well.<ref>Zaccaro, 2001{{full citation needed|date=August 2023}}</ref>{{full citation needed|date=August 2023}} In summarizing literature on functional leadership, researchers<ref>{{multiref2
|1=Kozlowski et al. (1996){{full citation needed|date=August 2023}}
|2=Zaccaro et al. (2001){{full citation needed|date=August 2023}}
|3={{cite book|last1=Hackman|first1=J.R.|last2=Walton|first2=R.E.|year=1986|chapter=Leading groups in organizations|editor-first=P. S.|editor-last=Goodman|display-editors=etal|title=Designing influential workgroups}}
|4=Hackman & Wageman (2005){{full citation needed|date=August 2023}}
|5=morge (2005){{full citation needed|date=August 2023}}
|6=Klein, Zeigert, Knight, and Xiao (2006) {{full citation needed|date=August 2023}} }}</ref>{{full citation needed|date=August 2023}} observed five broad functions a leader performs when promoting organization's effectiveness. These functions include environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group's work.

Various leadership behaviors facilitate these functions. In initial work identifying leader behavior, Fleishman observed that subordinates perceived their supervisors' behavior in terms of two broad categories referred to as [[consideration and initiating structure]].<ref>Fleishman (1953){{full citation needed|date=August 2023}}</ref>{{full citation needed|date=August 2023}} Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for a subordinate or acting in a supportive manner towards others. Initiating structure involves the actions of the leader focused specifically on task accomplishment. This could include role clarification, setting performance standards, and holding subordinates accountable to those standards.