CONTINGENCY THEORIES AND ADAPTIVE LEADERSHIP

Contingency theories describe how aspects of the leadership situation can alter a leader’s influence and effectiveness.

• Atleast one Predictor Variable

• Atleast one Dependent Variable

• One or more Situational Variable

• Characteristics of work

• Characteristics of subordinate

• Characteristics of leader

• Characteristics of leadership position

• Mediating Variable

Types of variables involved

• Situation directly effects outcomes or mediators

• Situation directly influences leader behavior

• Situation moderates effects of leader behavior

Causal effects of situational variables

• Path Goal Theory

• Leadership Substitutes Theory

• Situational Leadership Theory

• The LPC Contingency Model

• Cognitive Resources Theory

Early Contingency Theories

The multiple-linkage model describes how managerial behavior and situation variables jointly influence the

performance of individual subordinates and the leader’s work unit

MULTIPLE-LINKAGE MODEL

• Task Commitment

• Ability and role clarity

• Organization of the work

• Cooperation and mutual trust

• Resources and support

• External coordination

MEDIATING VARIABLES

• Task Commitment

• Ability and role clarity

• Organization of the work

• Cooperation and mutual trust

• Resources and support

• External coordination

INFLUENCE OF SITUATIONAL VARIABLES ON MEDIATING VARIABLES

• Subordinates discouraged about the work

• Subordinates are confused about what to do or how to do their work

• The group is disorganized and it uses weak performance strategies

• There is little cooperation among the members of the group

• The group has inadequate resources to do the work

• External coordination with other subunits or outsiders is weak

SHORT-TERM ACTIONS TO CORRECT DEFICIENCIES IN MEDIATING VARIABLES

• Gain more access to resources needed for the work

• Gain more control over the demand for unit’s products and services

• Initiate new, more profitable activities for the work

• Initiate long-term improvement programs

• Improve selection procedures

• Modify the formal structure of the work unit

LONG-TERM AFFECTS ON GROUP PERFORMANCE

• Effective leaders have combination of various behaviours with competing values.

• Examples of competing values can be explained through

“Duality approach’’

Controlling vs. Empowering

Strategic vs. Operational objectives

Concern for people vs. Concern for tasks

RESEARCH ON CONTINGENCY THEORIES

• Theory with both universal elements is needed

General principles & situational elements

(such as guidelines to help identify desirable behaviours for a particular type of situation)

EVALUATION OF CONTINGENCY THEORIES

1. Understand your leadership situation and make it favourable.

2. Increase flexibility .

3. Plan more.

4. Consultation.

5. Provide direction to ones with independent roles and critical tasks .

6. Support inexperienced and stressed employees

GUIDELINES FOR ADAPTIVE LEADERSHIP

1. Anticipate problem and prepare

2. Identify Nature and scope of problem

3. Direct and be confident and sure

4. Utilise opportunity

HOW TO MANAGE IMMEDIATE CRISES

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