Post on 15-Jan-2016
description
Contingency Theories of Contingency Theories of LeadershipLeadership
Everlyn Radtha NambiarEverlyn Radtha NambiarMP121086MP121086Thiyagarajan A/l PooranThiyagarajan A/l PooranMP131101MP131101Shivaneswari A/P ManiaShivaneswari A/P ManiaMP131099MP131099Logamathi A/P MathiallahanLogamathi A/P MathiallahanMP121088MP121088
Learning Outcomes
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• Differences between behavioral and contingency leadership theories.
• Contingency leadership variables and styles.
• Leadership models:– Contingency — Prescriptive– Leadership continuum — Descriptive– Path-goal — Substitutes– Normative — Situational
Definition Definition
• Contigency – a future event or circumstance
that is possible but cannot be predicted with certainty
– a provision for an unforeseen event or circumstance
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Introduction Introduction
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• Classic approach that gained prominence during the 1970s and 1980s
• Contingency theory of leadership assumes that there is no one best way to lead
• Contingency theories hold that leadership effectiveness is related to the interplay of a leader's traits or behaviors, follower’s characteristics and situational factors.
History and BackgroundHistory and Background
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• The contingency approach to leadership was influenced by two earlier research programs endeavoring to pinpoint effective leadership behavior.
1.Ohio State University (1950s)2.University of Michigan
Ohio State Ohio State UniversityUniversity
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University of MichiganUniversity of Michigan
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Why a new approach? Why a new approach?
• Little evidence suggested that these leadership behaviors were related to increased leadership effectiveness in group performance
• Soon the focus of attention on leadership behaviors as direct predictors of leadership effectiveness shifted
• an alternative approach was developed that emphasized the potentially critical role of the situational context in linking leadership behaviors or traits to effective outcomes.
• This alternate approach became known as the contingency theories of leadership.
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The Contingency ApproachThe Contingency ApproachThe Contingency Theory of Leadership The Contingency Theory of Leadership EffectivenessEffectiveness
• Introduced by Fred Fielder (1960s)• The main idea of this early theory is that
leadership effectiveness (in terms of group performance) depends on the interaction of two factors: the leader's task or relations motivations (leadership style)and aspects of the situation.
• Task or relations motivations are contingent on whether the leader can control and predict the group's outcome (i.e., situational favorability).
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Leadership StyleLeadership Style
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1. Relationship-oriented leader: who recognizes the importance of
developing strong and positive emotional ties with followers.
2. Task-oriented leader: who doesn’t value relationships and
instead focuses only on the task.
Situation Situation FavorablenessFavorableness
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• The degree a situation enables the leader to exert influence over the followers
• More control ⇒ More favorable situation
Leader-Member Leader-Member RelationsRelations
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• Has greatest influence over situational favorableness
• Good ⇒ cooperation and friendly• Bad ⇒ difficult and antagonistic• Involves trust of, respect for, and
confidence in the leader
Task StructureTask Structure
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• Also important• Greater structure ⇒ More favorable
situation• Leaders in most structured situation
have greatest control
Position PowerPosition Power
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• Least important• Greater position power
⇒ more favorable situation• Leaders with power to assign work,
reward, punish, hire, fire, and promote have greatest position power
MODEL CONTINGENCY MODEL CONTINGENCY &&
MODEL CONTINUUMMODEL CONTINUUM
Thiyagarajan A/l PooranThiyagarajan A/l PooranMP131101MP131101
MODEL CONTINGENCYMODEL CONTINGENCY
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Terdapat 4 gaya Kepimpinan Situasional
Coaching
Directing
Supporting
Delegating
The Leadership The Leadership Continuum ModelContinuum Model
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● In 1958, contingency theorists Robert Tannenbaum and Warren Schmidt identified a continuum of seven distinct leadership styles, which they published in the Harvard Business Review.●Used to determine which one of the
seven styles to select based on one’s use of boss- centred versus subordinate-centred leadership to meet the situation
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Lussier and Achua, 2010
3 Kelemahan iaitu:
When Which Where
Path-Goal Leadership ModelPath-Goal Leadership Model
Shivaneswari A/P ManiaShivaneswari A/P ManiaMP131099MP131099
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IntroductionIntroduction
• Path-goal theory is about how leaders motivate subordinates to accomplish designated goals.
• Evans (1970), House (1971), House and Dessler (1974), House and Mitchell (1974).
• Path-goal theory emphasizes the relationship between the leader’s style and the characteristics of the subordinates and the work setting.
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• Leadership generates motivations when it increases the number and kinds of payoffs that subordinates receive for their work.
• Defines goals.
• Clarifies path to the goals.
• Removes obstacles and roadblocks.
• Makes work more personally satisfying.
Path-Goal TheoryPath-Goal Theory
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SubordinatesSubordinates Path
Obstacle(s)Obstacle(s)
Path
Effective Path-Goal LeadershipEffective Path-Goal LeadershipDefines goals
Clarifies path
Removes obstacles
Provides support
Goal(s) Goal(s)
(Productivity)(Productivity)
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• Complex– Best understood by identifying large
components•Motivation•Leader behaviors•Subordinate characteristics•Task characteristics
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Path-Goal TheoryPath-Goal Theory
Task CharacteristicsTask Characteristics
MotivationSubordinatesSubordinates
Subordinate CharacteristicsSubordinate Characteristics
Leader BehaviorsLeader Behaviors
DirectiveDirectiveSupportiveSupportive
ParticipativeParticipativeAchievement-orientedAchievement-oriented
Goal(s) Goal(s)
(Productivity(Productivity))
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• Motivation increases by:– Clarifying the path to rewards
• Working with followers to identify and teach them behaviors which will result in the rewards
– Increasing rewards that are valued and wanted by followers
Path–Goal Theory Situational Path–Goal Theory Situational FactorsFactors
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• Personal characteristics of subordinates• Personal characteristics of subordinates
Work environmentWork environment
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Personal Characteristics of SubordinatesPersonal Characteristics of Subordinates
AbilitiesAbilities
Self-ConfidenceSelf-Confidence Personal Needsand MotivationsPersonal Needsand Motivations
Perception ofLeaders
Perception ofLeaders
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Work EnvironmentWork Environment
Exercise ofPower
Exercise ofPower
Culture andSubculture
Culture andSubculture
Policies and RulesPolicies
and RulesStructure of Tasks
Structure of Tasks
ManagementPhilosophy
ManagementPhilosophy
Choosing a Leadership Choosing a Leadership StyleStyle
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• Leaders need to choose a leadership style that best fits the needs of subordinates and the task they are doing.
Path-Goal Theory MatrixPath-Goal Theory Matrix
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Directive LeadershipDogmatic
Authoritarian
Ambiguous
Unclear rules
Complex
Supportive Leadership
Unsatisfied
Need affiliation
Need human touch
Repetitive
Unchallenging
Mundane & Mechanical
Participative
Autonomous
Need for control
Need for clarity
Ambiguous
Unclear
Unstructured
Achievement OrientedHigh Expectations
Need to excel
Ambiguous
Challenging
Complex
Leader BehaviorLeader Behavior Group MembersGroup Members Task CharacteristicTask Characteristics
Leader BehaviorsLeader Behaviors
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• DirectiveDirective– Leader gives
instructions about task
• Including expectations
• How it is to be done• Time line
• SupportiveSupportive– Leader attends human
needs• Friendly • Approachable• Treated equal
• ParticipativeParticipative– Leader invites sub. to
share in decision making• Consults• Obtains ideas/opinions• Integrates suggestions
• Achievement-OrientedAchievement-Oriented– Leader challenges sub. to
perform• Highest level• Seeks continuous
improvement• Confident in sub.
capabilities
Path Goal Theory: Path Goal Theory: StrengthsStrengths
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• It specifies four conceptually distinct varieties of leadership
• Explains how task and subordinate characteristics affect the impact of leadership
• The framework provided in path-goal theory informs leaders about how to choose an appropriate leadership style.
• It attempts to integrate the motivation principles into a theory of leadership.
• Provides a practical model
Path Goal Theory: Path Goal Theory: WeaknessesWeaknesses
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• It is very complex. • It has received only partial support from
the many empirical research studies that have been conducted to test its validity.
• It fails to explain the relationship between leadership behavior and worker motivation.
• This approach treats leadership as a one-way event-the leader affects the subordinate.
The Normative Decision ModelThe Normative Decision Model
Logamathi MathiallahanLogamathi Mathiallahan(MP121088)(MP121088)
The Normative Decision The Normative Decision ModelModel
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The Vroom-Yetton-Jago The Vroom-Yetton-Jago Decision ModelDecision Model
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Overall, the normative decision model contributes an
understanding of decision-making processes that
underscores the significance of the
situation.
ConclusionConclusion
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DecideDecide((Autocratic style)Autocratic style)
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Consult IndividuallyConsult Individually((Autocratic style)Autocratic style)
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Consult GroupConsult Group((Consultative style)Consultative style)
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FacilitateFacilitate((Consultative style)Consultative style)
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DelegateDelegate(Group-Based Leader)(Group-Based Leader)