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Chapter 3

2. Chapter Objectives. Understand how leadership is often contingent on people and situations.Apply Fiedler's contingency model to key relationships among leader style, situational favorability, and group task performance.Apply Hersey and Blanchard's situational theory of leader style to the level

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Chapter 3

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    1. 1 Chapter 3 Contingency Approaches

    2. 2 Chapter Objectives Understand how leadership is often contingent on people and situations. Apply Fiedlers contingency model to key relationships among leader style, situational favorability, and group task performance. Apply Hersey and Blanchards situational theory of leader style to the level of follower readiness. Explain the path-goal theory of leadership. Use the Vroom-Jago model to identify the correct amount of follower participation in specific decision situations. Know how to use the power of situational variables to substitute for or neutralize the need for leadership.

    3. 3 Introduction Leadership is contingent upon the interplay of all three aspects of the leader-follower-situation model. The four theories( Normative Decision Model; Situational Ldr Model; Contingency( LPC) Model and the path Goal Theory) reviewed in this chapter share several similarities: They are theories rather than someones personal opinions. They implicitly assume that leaders are able to accurately diagnose or assess key aspects of the followers and the leadership situation. With the exception of the contingency model, leaders are assumed to be able to act in a flexible manner. A correct match between situational and follower characteristics and leaders behavior is assumed to have a positive effect on group or organizational outcomes.

    4. 4 Ex. 3.1 Comparing the Universalistic and Contingency Approaches to Leadership

    5. 5 Contingency Approaches

    6. 6 Situational Favorability Situational favorability is the amount of control the leader has over the followers. The more control a leader has over followers, the more favorable the situation is, at least from a leaders perspective. Three sub-elements in situation favorability: Leader-member relations Task structure Position power

    7. 7 LEADER-MEMBER RELATIONS (Contingency Theory) Refers to the group atmosphere and to the degree of confidence, loyalty and attraction that followers feel for their leader. Positive atmosphere= trust; relations are good Negative atmosphere= unfriendly/ friction with relations

    8. 8 TASK STRUCTURE Refers to the degree to which the requirements of a task are clear and spelled out. Tasks that are structured tend to give more control to the leader whereas vague and unclear tasks lessen the leaders control and influence.

    9. 9 POSITION POWER Refers to the amount of authority a leader has to reward or punish followers.

    10. 10 Situational Theory

    11. 11 Situational Leadership

    12. 12 Ex. 3.4 Hersey and Blanchards Situational Theory of Leadership

    13. 13 The Situational Leadership Model Leader Behavior Task behaviors are defined as the extent to which the leader spells out the responsibilities of an individual group. Relationship behaviors can be defined as how much time the leader engages in two-way communication. Relationship behaviors include: Listening Encouraging Facilitating Clarifying Explaining why the task is important Giving support The relative effectiveness of these two behavior dimensions often depends on the situation.

    14. 14 The Situational Leadership Model Follower Readiness Readiness refers to a followers ability and willingness to accomplish a particular task. Readiness is not an assessment of an individuals personality, traits, values, age, etc. Any given follower could be low on readiness to perform one task but high on readiness to perform a different task.

    15. 15 Concluding Thoughts about the Situational Leadership Model The only situational consideration is knowledge of the task, and the only follower factor is readiness. Situational Leadership is usually appealing to students and practitioners because of its commonsense approach as well as its ease of understanding. Situational Leadership is a useful way to get leaders to think about how leadership effectiveness may depend somewhat on being flexible with different subordinates, not on acting the same way toward them all.

    16. 16 Path-Goal Theory

    17. 17 The Situation Path-goal theory considers three situational factors that impact or moderate the effects of leader behavior on follower attitudes and behaviors: Task The formal authority system The primary work group These variables can often affect the impact of various leader behaviors. Path-goal theory maintains that follower and situational variables can impact each other.

    18. 18 The Path-Goal Theory The underlying mechanism of the path-goal theory deals with expectancy, a cognitive approach to understanding motivation where people calculate: Effort-to-performance probabilities Performance-to-outcome probabilities Assigned valences or values to outcome

    19. 19 Path-Goal Theory This theory contends that subordinates will react favorably to leaders who are perceived as helping them make progress toward various goals by clarifying the paths to such rewards. Four basic leadership styles: Instrumental (directive): an approach focused on providing specific guidance, establishing work schedules and rules. Supportive: a style focused on establishing good relations with subordinates and satisfying their needs. Participative: a pattern in which the leader consults with subordinates, permitting them to participate in decisions. Achievement-oriented: an approach in which the leader sets challenging goals and seeks improvements in performance.

    20. 20 Ex. 3.6 Path-Goal Situations and Preferred Leader Behaviors

    21. 21 The Path Goal Model The theory contends that a leader will motivate subordinates only to the extent that the leader is perceived as helping them progress towards various goals by clarifying the actual paths to these goals/rewards. Based on the expectancy theory of motivation: Effort----------?Performance ---------?Outcomes (The likelihood that a given level of EFFORT will lead to successful completion of the task (PERFORMANCE) and the likelihood that task completion will lead to valued OUTCOMES (e.g., higher pay, recognition)

    22. 22 The Followers Path-goal theory contains two groups of follower variables: Satisfaction of followers Followers perception of their own abilities Followers will actively support a leader as long as they view the leaders actions as a means for increasing their own level of satisfaction. Followers who believe they are perfectly capable of performing a task are not as apt to be motivated by, or as willing to accept, a directive leader as they would a leader who exhibits participative behavior.

    23. 23 Ex. 3.5 Leader Roles in the Path-Goal Model

    24. 24 Concluding Thoughts about the Path-Goal Theory The path-goal theory assumes that the only way to increase performance is to increase followers motivation levels. The theory ignores the roles leaders play in selecting talented followers, building their skill levels through training, and redesigning their work.

    25. 25 The Contingency Model Some leaders may be generally more supportive and relationship-oriented, whereas others may be more concerned with task or goal accomplishment. The contingency model suggests that leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation or changing the situation to fit the particular leaders style. To understand the contingency theory one must look first at the critical characteristics of the leader and then at the critical aspects of the situation.

    26. 26 The Normative Decision Model The normative decision model is directed solely at determining how much input subordinates should have in the decision-making process.

    27. 27 Continuum of Leader Behavior A number of studies have considered leadership styles. One of the first was done by Kurt Lewin and his associates at the University of Iowa. This study analyzed three leadership behaviors: autocratic, democratic, and laissez-faire. A leader with an autocratic style centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation. A leader with a democratic style involves employees in decision making, delegates authority, encourages participation in setting goals and work methods, and uses feedback to coach employees. A democratic-consultative leader seeks input from and hears the concerns of employees but makes all of the final decisions. A democratic-participative leader allows employees to have a say when decisions must be made. The laissez-faire leader gives employees complete freedom to make decisions and perform their jobs as they see fit. According to Lewin, a democratic style promotes higher quantity and quality of work. Does this mean that managers should always use a democratic style? Tannenbaum and Schmidt attempted to answer that question by developing a continuum of leader behaviors. According to their research, leadership behaviors range all the way from boss-centered (autocratic) to employee-centered (democratic) to Laissez-faire. Appropriate leadership behavior depends on several variables: the forces within the leader, such as comfort level with the chosen leadership style); forces within the employees (such as readiness to assume responsibility); and forces within the situation (such as time pressures). Tannenbaum and Schmidt proposed that managers should move toward more employee-centered styles in the long run because of the positive influence such behavior would have of the following: the motivation, decision quality, teamwork, morale, and development of employees.A number of studies have considered leadership styles. One of the first was done by Kurt Lewin and his associates at the University of Iowa. This study analyzed three leadership behaviors: autocratic, democratic, and laissez-faire. A leader with an autocratic style centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation. A leader with a democratic style involves employees in decision making, delegates authority, encourages participation in setting goals and work methods, and uses feedback to coach employees. A democratic-consultative leader seeks input from and hears the concerns of employees but makes all of the final decisions. A democratic-participative leader allows employees to have a say when decisions must be made. The laissez-faire leader gives employees complete freedom to make decisions and perform their jobs as they see fit. According to Lewin, a democratic style promotes higher quantity and quality of work. Does this mean that managers should always use a democratic style? Tannenbaum and Schmidt attempted to answer that question by developing a continuum of leader behaviors. According to their research, leadership behaviors range all the way from boss-centered (autocratic) to employee-centered (democratic) to Laissez-faire. Appropriate leadership behavior depends on several variables: the forces within the leader, such as comfort level with the chosen leadership style); forces within the employees (such as readiness to assume responsibility); and forces within the situation (such as time pressures). Tannenbaum and Schmidt proposed that managers should move toward more employee-centered styles in the long run because of the positive influence such behavior would have of the following: the motivation, decision quality, teamwork, morale, and development of employees.

    28. 28 DECISION MAKING Every decision you make- make it as if it is the most important one you ever made Listening is the most important element to decision making Risk taking is essential to good/ successful decision making Decision making is the most important of all leader activities The most obvious limitations on peoples ability to make the very best possible decision are imposed by their restricted capacity to process information correctly

    29. 29 The Decision-Making Process

    30. 30 Command Decisions Direct Decision happens rapidly Executive in nature

    31. 31 Consultative Decisions Spend more time making these types of decisions Involves the input of others The most informally made decisions

    32. 32 Consensus Decisions Decision is made by a group All parties agree to adhere to the decision made Requires trust

    33. 33 I BELIEVE IF A LEADER TAKES CARE OF HIS/ HER PEOPLE, THEY WILL TAKE CARE OF THE TASKS.

    34. 34 SHOULD A LEADER ALWAYS ATTEMPT TO CHANGE HIS/ HER STYLE TO FIT THE SITUATION OR VISE VERSA OR WHAT?

    35. 35 Summary The four contingency theories of leadership: Normative decision model Situational leadership model Contingency model Path-goal theory All four theories implicitly assume that leaders can accurately assess key follower and situational factors. None of the models take into account how levels of stress, organizational culture and climate, working conditions, technology, economic conditions, or type of organizational design affect the leadership process.

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