CONTINGENCY LEADERSHIP THEORIES

LEADERSHIP MODEL
An example for emulation or use in a given situation

CONTINGENCY LEADERSHIP VARIABLES

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

FIEDLERS LPC
Are you more task-oriented or relationshiporiented? He recommends that leaders change the situation rather than their own leadership style.

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.

Continuum of Leadership Behavior

Leader Centered Use of authority by leader Group Centered

Area of freedom of the group

Leader decides, announces decision
Sells decision to group Announces decision, permits questions Presents tentative decision, consults group, and decides Presents problem, asks for ideas, decides Presents problem and boundaries, group decides Gives group as much freedom as possible to define problem and decide

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.

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

The Path Goal Theory

Environmental contingency factors Task structure Formal authority system Work group Leader Behavior Directive Supportive Participative Achievement oriented Subordinate contingency factors Locus of control Experience Perceived ability

Outcomes Performance Satisfaction

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.

Organizational Behavior: An Experiential Approach 7/E

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.

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.

SUBSTITUTES FOR LEADERSHIP

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