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Contingency Approaches

Contingency Approaches. Ex. 3.1 Comparing the Universalistic and Contingency Approaches to Leadership. Outcomes (Performance, satisfaction, etc.). Leadership Traits/behaviors. Universalistic Approach. Leader. Style Traits Behavior Position. Contingency Approach. Outcomes

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Contingency Approaches

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  1. Contingency Approaches

  2. Ex. 3.1 Comparing the Universalistic and Contingency Approaches to Leadership Outcomes (Performance, satisfaction, etc.) Leadership Traits/behaviors Universalistic Approach Leader Style Traits Behavior Position Contingency Approach Outcomes (Performance, satisfaction, etc.) Needs Maturity Training Cohesion Task Structure Systems Env. Situation Followers

  3. Contingency Approaches Contingency approaches: approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively Fiedler’s contingency model: a model designed to diagnose whether a leader is task-oriented or relationship-oriented and match leader style to the situation

  4. Ex. 3.2 Metacategories of Leader Behavior and Four Leader Styles High High Task-Low Relationship High Task-High Relationship TASK BEHAVIOR Low Task-Low Relationship High Relationship -Low Task Low RELATIONSHIP BEHAVIOR Low High

  5. Situational Theory Hersey and Blanchard’s extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior

  6. Situational Theory

  7. Ex. 3.4 Hersey and Blanchard’s Situational Theory of Leadership Follower Characteristics Appropriate Leader Style Low readiness level Moderate readiness level High readiness level Very high readiness level Telling (high task-low relationship) Selling (high task-high relationship) Participating (low task-high rel.) Delegating (low task-low relationship)

  8. Path-Goal Theory A contingency approach to leadership in which the leader’s responsibility is to increase subordinates’ motivation by clarifying the behaviors necessary for task accomplishment and rewards

  9. Ex. 3.5 Leader Roles in the Path-Goal Model Increase Rewards Path Clarification Leader learns follower’s needs Leader defines what follower must do to attain work outcomes Leader clarifies follower’s work role Leader matches follower’s needs to rewards if work outcomes are accomplished Follower has increased knowledge & confidence to accomplish outcomes Leader increases value of work outcomes for follower Follower displays increased effort and motivation Organizational work outcomes are accomplished

  10. Ex. 3.6 Path-Goal Situations and Preferred Leader Behaviors Situation Leader Behavior Impact on Follower Outcome Supportive Leadership Followers lack self-confidence Increases confidence to achieve work outcomes Directive Leadership Increased effort; improved satisfaction and performance Ambiguous job Clarifies path to reward Achievement-Oriented Leadership Lack of job challenge Set and strive for high goals Participative Leadership Clarifies followers’ needs to change rewards Incorrect reward

  11. Ex. 3.7 Five Leader Decision Styles Area of Freedom for Group Area of Influence by Leader Delegate Decide Consult Individually Consult Group Facilitate

  12. Substitute and Neutralizer Substitute: a situational variable that makes leadership unnecessary orredundant Neutralizer: a situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors

  13. Ex. 3.10 Substitutes and Neutralizers for Leadership

  14. Filling the “GAPS” JACK WELCH “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others and filling the Gaps.”

  15. Through Individualized Leadership • Vertical Dyad Linkage • Leader Member Exchange (LMX) • Partnership Building • Systems and Networks

  16. Through Communication Build Relationships Create the sense of Community Remember to ask questions Maintain Open Channels of Communication

  17. Through Leadership Remember that everything filters down Allow for opportunities Seek to Engage Don’t Delegate. Motivate!

  18. Through Empowerment Empowerment is the delegation of power or authority to subordinates in the organization Are they a “4” or are they a “5”? Share the Power.

  19. Through Tools • Personal Evaluations • One on One meetings • Building rapport with your team • Going to meetings • Having outings • Team Building Exercise • Though Conferences

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