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