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Chapter 3

Chapter 3. 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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Chapter 3

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  1. Chapter 3 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. 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

  4. 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

  5. Fiedler’s Contingency Model • Least Preferred Co-Worker • Leader Situation has 3 dimensions: • Position Power • Task Structure • Leader-Member Relations • Leader effectiveness in a given situation is effected by their LPC score.

  6. 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

  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. Hersey and Blanchard’s Situational Leadership Theory

  9. 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

  10. 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

  11. 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

  12. The Vroom-Jago Contingency Model A contingency model that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions

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

  14. Diagnostic Questions • Decision significance • How significant is this decision for the project or organization? • Importance of commitment • How important is subordinate commitment to carrying out the decision? • Leader expertise • What is the level of the leader’s expertise in relation to the problem? • Likelihood of commitment • If the leader were to make the decision alone, would subordinates have high or low commitment?

  15. Diagnostic Questions • Group support for goals • What is the degree of subordinate support for the team’s or organization’s objectives at stake in this decision? • Goal expertise • What is the level of group members’ knowledge and expertise in relation to the problem? • Team Consequence • How skilled and committed are group members to working together as a team to solve problems?

  16. Selecting the Decision Style • Time based • When time is critical • Development based • Assists with knowledge sharing and development • Not time constrained

  17. 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

  18. Ex. 3.10 Substitutes and Neutralizers for Leadership

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