CONTINGENCY LEADERSHIP THEORIES

1
CONTINGENCY LEADERSHIP THEORIES
2
LEADERSHIP MODEL

• An example for emulation or use in a given
  situation

3
CONTINGENCY LEADERSHIP VARIABLES

• Followers Situation
• Capability Task
• Motivation Structure
• Environment
• Leader
• Personal traits
• Behavior
• Experience

4
FIEDLERS LPC

• Are you more task-oriented or relationship-oriente
  d?
• He recommends that leaders change the situation
  rather than their own leadership style.

5
FIEDLERS SITUATION FAVORABLENESS

• Leader-member relations. Leaders with good
  relations have more influence.
• Task structure. Leaders in a structured
  situation have more influence.
• Position power. Leaders with position power have
  more influence.

6
Continuum of Leadership Behavior
Group Centered
Leader Centered
Use of authority by leader
Area of freedom of the group
Leader decides, announces decision
Sells decision to group
Gives group as much freedom as possible to define
problem and decide
Presents problem and boundaries, group decides
Presents problem, asks for ideas, decides
Presents tentative decision, consults group, and
decides
Announces decision, permits questions
7
TANNENBAUM SCHMIDT CONTINUUM

• Boss. Based on personality and behavior, some
  leaders tend to be more autocratic and others
  more participative.
• Subordinates. Followers preferred style also
  based on personality and behavior.
• Situation. Organization size, structure,
  climate, goals and technology influence choice.
  Time available.

8
HOUSES PATH GOAL LEADERSHIP THEORY

• This model is used to select the leadership style
  appropriate to the situation to maximize both
  performance and job satisfaction. Based on goal
  setting and expectancy theory.
• Clairify the followers path to the rewards that
  are avialbel
• Increase rewards the follower values and desires

9
The Path Goal Theory

• Environmental contingency factors
• Task structure
• Formal authority system
• Work group

• Leader Behavior
• Directive
• Supportive
• Participative
• Achievement oriented

• Outcomes
• Performance
• Satisfaction

• Subordinate contingency factors
• Locus of control
• Experience
• Perceived ability

10
Normative Leadership Styles

• DECIDE Leader makes decision alone and announces
  it, or sells it to the followers. The leader may
  get information from others outside the group and
  within the group without specifying the problem.

11
Normative Leadership Styles

• CONSULT INDIVIDUALLY. Leader tells followers
  individually the problem, gets information and
  suggestions, and then makes the decision.
• CONSULT GROUP. Leader holds a group meeting and
  tells followers the problem, gets information and
  suggestions, and then makes the decision.

12
Normative Leadership Styles

• FACILITATE. Leaders holds a group meeting and
  acts as a facilitator to define the problem and
  the limits within which a decision must be made,
  but doesnt push own ideas.
• DELEGATE. Leader lets the group diagnose the
  problem and make the decision within stated
  limits.

13
SUBSTITUTES FOR LEADERSHIP

• Characteristics of the subordinate, task, or
• organizaiton that replace the need for a leader
  or neturalize the leaders behavior