Contingency Theories of Leadership

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Chapter 3

• Contingency Theories of Leadership

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Chapter Goals

• The goal of this chapter is to review the four
  better known contingency theories of leadership,
  as well as show their similarities.

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Normative Decision Model

• The Normative Decision Model, developed by Vroom
  and Yetton, is solely directed at determining how
  much input subordinates should have in the
  decisions making process.

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Decision-making processes

• To determine which situational and follower
  factors affect the level of participation and
  group performance, Vroom and Yetton investigated
  the decision-making processes leaders use in
  group settings. They discovered a continuum of
  decision-as seen in the next slide.

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Continuum of decision-making processes
Leader
Decision process
Outcomes Decision quality Decision
acceptance Subordinate development
B. Does leader have sufficient information?
D. Acceptance important for implementation? E. If
decision made is solely by leader, will it be
accepted by subordinates? F. Do subordinates
share organizational goals? G. Is conflict over
preferred solution likely?
A. Quality requirement? C. Is problem structured?
Followers
Situation
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The Situational Leadership Theory, developed by
Hersey and Blanchard, answers the following
questions

• Is there an optimum way for leaders to adjust
  their behavior with different followers and
  thereby increase their likelihood of success?
• If so, then what factors should the leader base
  his behavior on?

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Situational Leadership Theory and the
Interactional Framework
Leader
Outcomes Task accomplishment Increased follower
maturity
Telling high task, low relationiship Selling hig
h task, high relationship Participating low
task, low relationship Delegating low task, low
relationship Decision to use developmental
intervention
What is the followers job maturity?
Psychological maturity?
What is the task to be accomplished?
Followers
Situation
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The Contingency Model

• The Contingency Model, developed by Fiedler,
  recognizes that leaders have general behavioral
  tendencies and thereby specifies situations where
  certain leaders (or behavioral dispositions) may
  be more effective than others.

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Fiedlers Contingency Theory and the
Interactional Framework
Leader
Outcomes Effective or ineffective group
performance based upon match or mismatch between
leader and overall favorability of the leadership
situation
Motivation hierarchy (as determined by LPC score)
Leader-member relations
Task structure Position Power
Followers
Situation
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The Path-Goal Theory

• The Path-Goal Theory, the most sophisticated of
  the four contingency models, deals with
  expectancy, performance-to-outcome probabilities,
  and assigned valences or values to outcome.

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The Path-Goal Theory
Cont.

• Expectancy - If I study for 12 hours, what is the
  probability I will get an A on the exam?
• Performance-to-outcome probabilities - If I get
  an A on the final, what is the probability of
  getting an A in the course?
• Assigned valences or values to outcome - How much
  do I value a higher GPA

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Path-Goal Theory and Interactional Framework
Outcomes Acceptance of leader Follower
motivation Follower satisfaction
Leader
Leader behavior Directive, Supportive,
Participative, Achievement-oriented
Traits Skills and abilities expectations and work
perceptions of own group abilities
Followers
Situation