Motivational theories Contemporary Theories of Leadership

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Motivational theoriesContemporary Theories of
Leadership

• Motivational Theories
• Theory X vs Theory Y (McGregor)
• In The Human Side of Enterprise, McGregor
  compared 2 sets of beliefs about human nature
  (1960).
• Theory Z (Ouchi). Ouchi expanded Theory Y.
  Theory Z was mainly developed from a study of
  successful Japanese organizations
• subtle and indirect supervision
• collective decision making
• long term employment
• slower but more predicable promotions
• holistic concern for employees.
• Hygiene and Motivation (Herzberg)

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Contemporary Theories of Leadership Situational
appraches - I

• Appropriate leadership style is based on the
  leader, followers and situation

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Contingency models

• Fiedlers contingency model
• Goal-Path Theory of House_1970s
• Leader Participation Model (Vroom Yetton)

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Contingency Theory Fiedler 1967

• The situation has to be adapted to the leader
• 3 factors are important for leadership
  conditions
• Leader-member relations
• Task structure
• Position power
• These situational factors produce 8 octants see
  FS ranging from very favourable to very
  unfavourable for the leader

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Fiedlers Contingency Theory

• First situational leadership theory
• Engineer the job to fit the leader rather than
  adapting the style of the leader to the
  situation.
• LPC-scores (Least Preferred Coworker
  differentiate between relation-oriented and
  task-oriented leaders.
• A favourable leadership situasjon is when
• Followers have positive relation to their leader
• Tasks are structured
• Leader enjoys high levels of power

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Leader effectiveness

• Task-oriented leaders tend to do well in
  situations that are either very favourable or
  very unfavourable.
• Relation-oriented leaders do well in situations
  of intermediate favourability.
• Leadership styles are constant. It is a
  reflection of personality and behavior.

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Effective leadership varies with the situation
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