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Chapter 8

Chapter 8. Contingency Theories of Effective Leadership. LPC Contingency Model. The Path-Goal Theory of Leadership. CAUSAL VARIABLES Leader behavior. INTERVENING VARIABLES Subordinate expectancies and valences. END-RESULT VARIABLES Subordinate effort

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Chapter 8

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  1. Chapter 8 Contingency Theories of Effective Leadership

  2. LPC Contingency Model

  3. The Path-Goal Theory of Leadership CAUSAL VARIABLES Leader behavior INTERVENING VARIABLES Subordinate expectancies and valences END-RESULT VARIABLES Subordinate effort and satisfaction SITUATIONAL MODERATOR VARIABLES Characteristics of task and environment Characteristics of subordinates FIGURE 8-2: Causal relationships in Path-Goal Theory of Leadership

  4. Leadership Substitutes Theory • Subordinate Characteristics • Task Characteristics • Organization Characteristics

  5. The Multiple Linkage Model • Task commitment • Ability and role clarity • Organization of the work • Cooperation and mutual trust • Resources and support • External coordination

  6. Cognitive Resources Theory SOCIAL STRESS FOR LEADER LEADER INTELLIGENCE LEADER EXPERIENCE DECISION QUALITY FIGURE 8-6: Primary Causal Relationships in the Cognitive Resources Theory

  7. General Evaluation of Contingency Theories • Leader Traits • Leader Behavior • Situational Variables • Intervening Variables • Validation Results

  8. Applications: Guidelines for Managers • Use more planning for a long, complex task. • Consult more with people who have relevant knowledge. • Provide more direction to people with interdependent roles. • Provide more direction and briefings when there is a crisis.

  9. Applications: Guidelines for Managers • Monitor a critical task or unreliable person more closely. • Provide more coaching to an inexperienced subordinate. • Be more supportive to someone with a very stressful task.

  10. Summary • The LPC contingency model deals with the moderating influence of three situational variables on the relationship between a leader trait (LPC) and subordinate performance. • The path-goal theory examines how aspects of leader behavior influence subordinate satisfaction and motivation.

  11. Summary • Leadership substitutes theory identifies aspects of the situation that make leadership behavior redundant or irrelevant. • The multiple-linkage model describes how a leader can influence intervening variables to improve group effectiveness.

  12. Summary • Cognitive resources theory examines the conditions under which cognitive resources such as intelligence and experience are related to group performance.

  13. Charismatic Leadership “May the force be with you”

  14. Chapter Goals • The goal of this chapter is to define charismatic leadership, review the research findings on charismatic leadership, and review two of the more-popular transformational leadership theories.

  15. Max Weber • The most important early research on charismatic leadership was completed by Max Weber, who maintained that societies could be identified in terms of one of three types of authority systems: traditional, legal-rational, and charismatic.

  16. Traditional Authority System • The traditions and unwritten laws of the society dictate who has authority and how this authority can be used.

  17. Legal-Rational Authority System • Authority derives from society’s belief in the laws that govern it.

  18. Charismatic Authority System • Authority stems from the society’s belief in the exemplary characteristics of the leader.

  19. Theory of Transformational and Transactional Leadership • James McGregor Burns’s Theory of Transformational and Transactional Leadership • focused on the differences between power versus leadership and charismatic versus non-charismatic leadership

  20. Theory of Transformational and Transactional Leadership Cont. • believed that leadership could take one of two forms: transactional leadership or transformational leadership • maintained that power and leadership were two distinct entities

  21. Transformational Leadership Transformational leaders use idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation, while transactional leaders use contingent reward, and active and passive management by exception.

  22. Common Characteristics of Charismatic and Transformational Leadership • Vision • Rhetorical skills • Image and trust building • Personalized leadership

  23. Follower Characteristics • Identification with the Leader and the Vision • Heightened Emotional Levels • Willing Subordination to the Leader • Feelings of Empowerment

  24. Situational Characteristics • Crises • Task Interdependence • Innovation • More Receptive to Change • Organizational Downsizing

  25. Bass’s Theory of Transformational and Transactional Leadership • Transformational leaders possess charismatic-leader characteristics (vision, rhetorical skills, etc.). • Transactional leaders do not possess these leader characteristics, nor are they able to develop strong emotional bonds with followers or inspire followers to do more than they thought they could. Instead, transactional leaders motivate followers by setting goals and promising rewards for desired performance.

  26. Perspectives on Charisma • The Sociological Approach • 1. Extraordinary, almost magical talents • 2. Crisis situation • 3. Radical vision • 4. Followers • 5. Validation of leader through repeated success

  27. Guidelines for Transformational Leadership • Articulate a clear and appealing vision. • Explain how the vision can be attained. • Act confident and optimistic. • Express confidence in followers. • Use dramatic, symbolic actions to emphasize key values. • Lead by example. • Empower people to achieve the vision.

  28. Perspectives on Charisma • The Psychoanalytic Approach • Intense attraction • Regression • Transference • Projection What does this say for the followers and for positive leaders?

  29. Perspectives on Charisma • The Political Approach • Types of charismatic leaders: • Charismatic giants • Charismatic luminaries • Charismatic failures • Charismatic aspirants

  30. Perspectives on Charisma • Charismatic leaders increase their power: • Cultural myths • Public address • Concentric circles

  31. Perspectives on Charisma • The Behavioral Approach • Leader behaviors • Leader-follower relations • The situation

  32. Perspectives on Charisma • The Attribution Approach • 1. Possess a vision that is unique, but attainable • 2. Act in an unconventional, counter-normative way • 3. Personal commitment & risk • 4. Confidence & expertise • 5. Personal Power

  33. Perspectives on Charisma • The Communication Approach • Relationship builders • Visionaries • Influence agents

  34. Perspectives on Charisma • The Dark Side • Differences in: • Power • Vision • Relationship to followers • Communication • Ethics & Morals

  35. The Dark Side at Work • Failures of vision • Misarticulation of goals • Poor management • Who are the charismatic leaders we can agree on?

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