UHF 6033: DYNAMICS OF LEADERSHIPProf. Abu Bakar Hashim05

ContingencyLeadershipTheories

Learning OutcomesDifferences between behavioral and contingency leadership theories.Contingency leadership variables and styles.Leadership models:Contingency PrescriptiveLeadership continuum DescriptivePath-goal SubstitutesNormative Situational

FollowersCapabilityMotivationLeaderPersonality traitsBehaviorExperienceContingency LeadershipFramework VariablesSituationTaskStructureEnvironment

Contingency Leadership ModelUsed to determine if ones style is task or relationship oriented and if the situation matches the leaders style to maximize performance.

FollowersLeader/MemberRelationsLeaderThe Contingency Leadership Model Variables WithinThe Contingency LeadershipFrameworkSituationTask StructurePosition PowerLeadershipStylesTaskRelationship

Situation FavorablenessThe degree a situation enables the leader to exert influence over the followersMore control More favorable situation

3Variables of Situational Favorableness

Task StructureAlso importantGreater structure More favorable situationLeaders in most structured situation have greatest control

Position PowerLeast importantGreater position power more favorable situationLeaders with power to assign work, reward, punish, hire, fire, and promote have greatest position power

Leader-Member RelationsHas greatest influence over situational favorablenessGood cooperation and friendlyBad difficult and antagonisticInvolves trust of, respect for, and confidence in the leader

Predictions for the Contingency ModelHigh Control SituationsTask motivated leaders will be most comfortable in high control situationsMakes best use of resourcesIs effectiveRelationship motivated leaders will feel bored, feel there is nothing to doMay become over-controllingIs not effective

Predictions for the Contingency Model(Contd.)Moderate Control SituationsCharacterized byLack of cohesiveness or task structureRelationship motivated leaders are well matched to this situationCan build cohesivenessCan help define & clarify the taskMore likely to be effective Task motivated leaders are threatened by lack of group support & ambiguityWill become autocraticPerform poorly

Predictions for the Contingency Model (Contd.)Low Control SituationsChaotic and in crisisTask oriented leaders take overMake autocratic decisionsAre effectiveRelationship oriented leadersThis is their worst nightmareOften withdraw, leaving groups to fend for themselvesAre not effective

The Leadership Continuum ModelUsed to determine which one of seven styles to select based on ones use of boss-centered versus subordinate centered leadership to meet the situation.

Tannenbaum and Schmidts Leadership Continuum Model1.Leader makes decision and announces it to employeeswithout discussion2.Leader makes a decision and sells it to employees 3.Leader presents ideas and invites employee questions4.Leader presents tentative decision subject to change5.Leader presents problem, gets suggestions, and makes decision6.Leader defines limits and asks employees to make a decision7.Leader permits employees to make ongoing decisions within defined limitsAutocraticParticipative

Weakness in Leadership Continuum ModelFactors used to select leadership style are subjective

Choosing which style to use is difficult using this model

Path-Goal LeadershipModel Used to select the leadership style that is appropriate to the situation to maximize performance and job satisfaction.

House Path-Goal Leadership Model Situational FactorsSubordinateauthoritativelocus of controlability

Environmenttask structureFormal authority work groupLeadershipStyles

DirectiveSupportiveParticipativeAchievement-orientedGoalAchievement

PerformanceSatisfaction

House Path-Goal Leadership ModelMotivation increases by:Clarifying the path to rewardsWorking with followers to identify and teach them behaviors which will result in the rewardsIncreasing rewards that are valued and wanted by followers

Recommendation for Leadership Effectiveness Based on Path-Goal TheoryKnow that your role is to remove obstacles

Practice both structuring and consideration behaviors

Understand subordinates perceptions of the degree of task clarity

Recommendation for Leadership Effectiveness Based on Path-Goal Theory (Contd.)Be aware of subordinates needs for challenge and autonomy

Provide subordinates with clear task guidance if the task is ambiguous and they need structure

Recommendation for Leadership Effectiveness Based on Path-Goal Theory (Contd.)Provide minimum guidance for subordinates who need to be challenged even in unstructured tasksBe supportive and understanding when the task is routine and boring

Followers

SubordinatesLeader

NoneSubstitutes for LeadershipVariables Within the ContingencyLeadership Framework VariablesSituationTaskOrganization

Types of Leadership ModelsPrescriptive: Tell users exactly which style to use in a given situationDescriptive: Identify contingency variables and leadership styles without directing which style to use in a given situation

Are You Able to Change Your Leadership StyleAre you high in openness to new experiences?Are you open to using different leadership styles?Some leaders are not able to adopt styles that require them to act in contradiction to their personalities

The Normative Decision ModelAlso deals with matching leader and situational requirementsFocuses on decision-making stylesThese styles are assumed to be learnableDecisions adjustment depend onQuality requirement for the decisionLikelihood of employee acceptance

The Normative Decision Model Decision StylesDecideLeader makes decision with little or no subordinate inputConsult IndividuallyInput from subordinates but leader makes decision

The Normative Decision Model Decision Styles (Contd.)Consult GroupConsensus buildingLeader shares decision making with groupFacilitateHelps define problemsLeader seeking participation and concurrence without pushing own ideas DelegateLeader gives total decision making authority to employees

Deciding Appropriate Leadership StyleDecision SignificanceImportance of CommitmentLeader ExpertiseLikelihood of Commitment

Group Support for ObjectivesGroup ExpertiseTeam Competence

Discussion Question #1What contingency leadership variables are common to all of the theories?

Discussion Question #2Do the three situational favorableness factors for the contingency leadership model fit in only one of the three variables of all contingency leadership variables?Explain.

Discussion Question #3Do you agree with Fiedlers belief that people have one dominant leadership style and cannot change styles?Explain.

Discussion Question #4Do you believe that more managers today are using more boss- or subordinate-centered leadership styles?

Discussion Question #5Do you agree that time is an important situational factor to consider in selecting a leadership style for the situation?Explain.

Discussion Question #6What is the difference in the outcomes of the contingency leadership and the continuum leadership models and that of the path-goal model?

Discussion Question #7What are the three subordinate and environmental situational factors of the path-goal model?

Discussion Question #8The normative leadership model is the most complex.Do more variables improve the model?

Discussion Question #9One group of authors believes that Fiedlers contingency leadership model is the model best supported by research. However, a different author believes that it is the normative leadership model. Which model do you believe is best supported by research?Why?

Discussion Question #10What is the primary difference between the contingency leadership model and the other contingency leadership models?

Discussion Question #11What are the three substitutes for leadership?

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