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Chapter 4
Contingency Leadership Theories
1
Learning Objectives Distinguish between leadership theories
and leadership models Understand Global Contingency
Leadership Describe Fiedler’s Contingency Leadership
Model Understand the least preferred co-worker
scale
2
Learning Objectives Understand the concept of situational
favorableness and how it applies to Fiedler’s Contingency Leadership Model
Describe the Leadership Continuum Model Describe the Path-Goal Leadership Model Describe the Normative Leadership Model Distinguish between the characteristics of
the Time-Driven and Development-Driven Models
3
Learning Objectives Describe Hersey’s Situational Leadership
Model Distinguish between Prescriptive and
Descriptive Models Describe Substitutes for Leadership Theory
4
5
A leadership theory is an explanation of some aspect of leadership, which is used to better understand, predict, and control successful leadership
A leadership model is an example for emulation (application) or use in a given situation
Leadership Theories vs. Leadership Models
6
Contingency Leadership Theories
Attempt to explain the appropriate leadership style based on the leader, followers, and situation
Global contingency leadership
7
Is used to determine if a person’s leadership style is task- or relationship-oriented, and if the situation (leader–member relationship, task structure, and position power) matches the leader’s style to maximize performance
Fiedler’s Contingency Leadership Model
8
Determine whether your dominant leadership style is task-oriented or relationship-oriented by completing the least preferred coworker (LPC) scales
Leadership Style and the Least Preferred
Co-Worker Scale (LPC)
9
Refers to the degree to which a situation enables the leader to exert influence over the followers
The more control the leader has over the followers,, the more favorable the situation is for the leader Leader-member relations Task structure Position power
Situational Favorableness
4–10
Fiedler Contingency Leadership Model
If the manager’s LPC leadership style matches the situation, the manager does nothing. If the LPC leadership style does not match the situation, the manager changes the situation to match his or her LPC leadership style.
11
Is used to determine which one of seven styles to select, based on one’s use of boss-centered versus subordinate-centered leadership, to meet the situation (boss, subordinates, situation) in order to maximize performance
Leadership Continuum Model
12
The leader’s personality and behavioral preferred style is considered in selecting a leadership style
Is based on: Experience Expectations Values Background Knowledge Feeling of security Confidence in the subordinates
Leadership Continuum Model Variables: Boss
13
Leadership Continuum Model Variables: Subordinates
The followers’ preferred style for the leader is based on: Personality Behavior
14
The environmental considerations are considered in selecting a leadership style
Includes the organization’s: Size Structure Culture Goals Technology Time
Leadership Continuum Model Variables: Situation
15
1.Leader makes decision and announces it to followers individually or in a groupwithout discussion.
2.Leader makes decision and convinces followers that it is a good idea.
3.Leader presents decision and ask if there are any questions.
4.Leader presents tentative decision subject to change based on input.
5.Leader states the situation, asks for a recommended decision, then makes the decision.
6.Leader lets followers make a decision within set limits.
7.Leader allows followers to make ongoing decisions.
Autocratic Style Participative
Style
Tannenbaum and Schmidt’s Leadership Continuum Model
16
Is used to select the leadership style (directive, supportive, participative, or achievement-oriented) appropriate to the situation (subordinate and environment) to maximize both performance and job satisfaction
Path-Goal Leadership Model
17
Motivation is increased by: Clarifying the follower’s path to the
rewards that are available Increasing the rewards that are valued
and wanted by the followers
Path-Goal Leadership Model
18
Situational Factors Subordinate
Authoritarianism Locus of control Ability
19
Situational Factors (cont.) Environment
Task structure Formal authority Work group
20
Leadership Styles Directive
The leader provides high structure Is appropriate when:
– The followers want authority leadership– The followers have external locus of control– Follower ability is low– The environmental task is complex or ambiguous– Formal authority is strong– The work group provides job satisfaction
21
Leadership Styles (cont.) Supportive
The leader provides high consideration Is appropriate when:
– The followers do not want authority leadership– The followers have internal locus of control– Follower ability is high– The environmental tasks are simple– Formal authority is weak– The work group does not provide job satisfaction
22
Leadership Styles (cont.) Participative
The leader includes employee input into decision making
Is appropriate when:– Followers want to be involved– Followers have internal locus of control– Follower ability is high– The environmental task is complex– Authority is either strong or weak– Job satisfaction from coworkers is either high or low
23
Leadership Styles (cont.) Achievement-oriented
The leader provides both high directive (structure) and high supportive (consideration) behavior
Is appropriate when:– Followers are open to autocratic leadership– Followers have external locus of control– Follower ability is high– The environmental task is simple– Authority is strong– Job satisfaction from coworkers is either high or low
24
Has a time-driven and development-driven decision tree
Enables a user to select one of five leadership styles (decide, consult individually, consult group, facilitate, and delegate) appropriate for the situation (seven questions/variables) to maximize decisions
Normative Leadership Model
25
Normative Leadership Model Variables Within
the Contingency Leadership Framework
FOLLOWERS LEADER SITUATIONDevelopment-Driven 3. Leader Expertise Time-Driven
Decision Model Decision Model2. Importance of commitment 1. Decision significance4. Likelihood of commitment5. Group support for objectives
6. Group expertise7. Team competence
LEADERSHIP STYLESDecide (Directive)
Consult individuallyConsult group
FacilitateDelegate
26
Focus The model is concerned with making
effective decisions with minimum costs Time is costly, as it takes longer for groups to
make decisions that the leader alone Value
Value is placed on time No value is placed on follower development
Orientation The model has a short-term horizon
Characteristics of the Time-Driven Model
27
Focus The model is concerned with making effective
decisions with maximum development of followers
Follower development is worth the cost Value
Value is placed on follower development No value is placed on time
Orientation The model has a long-term horizon, as
development takes time
Characteristics of the Development-Driven Model
Hersey’s Situational Leadership Model
Leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers
28
Hersey’s Situational Leadership Model
29
30
Prescriptive: Tell users exactly
which style to use in a given situation
Descriptive:Identify contingency
variables and leadership styles
without directing which style to use in a given
situation
Prescriptive and Descriptive Models
31
There are factors outside the leader’s control that have a larger impact on outcomes than do leadership actions
Include characteristics of the followers, task, and organization that replace the need for a leaders or neutralize leader’s behavior
Leadership Substitutes Theory