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Contingency Theories of Leadership

Contingency Theories of Leadership. Wofford & Liska (1993) Graeff (1997) Howell et al. (1990) Peters et al. (1985). Agenda – July 5, 2005. Reminders Questions, Comments, and Concerns Contingency Theories of Leadership Path-Goal Theory Situational Leadership Theory

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Contingency Theories of Leadership

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  1. Contingency Theories of Leadership Wofford & Liska (1993) Graeff (1997) Howell et al. (1990) Peters et al. (1985)

  2. Agenda – July 5, 2005 • Reminders • Questions, Comments, and Concerns • Contingency Theories of Leadership • Path-Goal Theory • Situational Leadership Theory • Substitutes for Leadership • Fiedler’s Contingency Theory • Break • TRP 7 • Thursday

  3. Reminder Your Final SAP and TRP are Due Thursday…the Last Class

  4. In Honor of Your Final Class… Pizza and Beverages Will Be Provided

  5. Turn in SAP 7 Please Pass to the Aisle and then Pass Forward Thanks

  6. Questions, Comments, or Concerns? The Presence of What Two Factors Cause Decision Making Quality to Plummet? Why Is LMX Referred to as a “Dyadic” Theory?

  7. Contingency Theories of Leadership • The “Interaction” Perspective of Leadership • Path-Goal Theory • Situational Leadership Theory • Substitutes for Leadership • Fiedler’s Contingency Theory

  8. Leaders Influence Satisfaction and Performance Increase Subordinate Outcomes By: Clarifying Path to Goals Reducing Roadblocks to Goals Increase JS on the Way Links to VIE Inclusion of Task Characteristics and Subordinate Characteristics 4 Types of Leaders Supportive (Boring) Directive (Unstructured) Participative (Complex) Achievement-Oriented (High nACH Employees) Mixed Results Path-Goal Theory

  9. Causal Model for Supportive Leader on Subordinate Effort Reduce boredom Make more tolerable Increase intrinsic Value of work Increase effort Supportive leadership Increase confidence And lower anxiety Increase effort-performance expectation *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall.

  10. Causal Model for Directive Leadership on Subordinate Effort Reduce role ambiguity Increase effort-perform expectation Increase incentives Increase valence for task success Increased effort Directive leadership Strengthen reward contingencies Increase perform-reward expectation *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall.

  11. Situational Leadership • Hersey & Blanchard (1977) • Leadership Depends of “Maturity” of Followers • Job Maturity (KSAs) • Psychological Maturity (Self-Efficacy) • Minimal to Moderate Maturity = Supportive • Moderate to Maximum Maturity = Directive • Developmental Interventions • Simple vs. Contingency Contracting

  12. Hersey & Blanchard’s Model Much Amount of Behavior Directive Supportive Little M1 M2 M3 M4 Follower Maturity *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall.

  13. Substitutes for Leadership • Kerr & Jermier (1978) • Identify Aspects of Situation that Minimize Need for Leaders • Substitutes (Task, Organization, Roles, Subordinate Characteristics) • Neutralizers (Reward, Authority, External) • Substitutes Make Leaders Redundant • Strong Support for Substitutes and Neutralizers

  14. Summary of Substitutes Model Substitute or Neutralizer Supportive Leadership Instrumental (Directive) Leadership • Subordinate Characteristics • Experience, ability, training • Professional orientation • Indifference toward reward Substitute Substitute Neutralizer Substitute Neutralizer • B. Task Characteristics • Structured, routine • Feedback provided by task • Intrinsically satisfying Substitute Substitute Substitute • C. Organization Characteristics • Cohesive workgroup • Low position power • Formalization • Inflexibility • Dispersed worksites Substitute Neutralizer Substitute Neutralizer Substitute Neutralizer Neutralizer Neutralizer Kerr & Jermier (1978)

  15. Fiedler’s Contingency Theory • Fiedler (1964, 1967) • Situation Moderates Leader Effectiveness and Subordinate Traits • Based on “Least Preferred Coworker” (LPC) • Indicates Leader’s Motive Hierarchy (nAFF) • High LPC is Considerate • Low LPC is Directive • Based on Situational Favorability • Leader-Member Relations, Position Power, Task Structure

  16. Fiedler’s LPC Model Leader’s LPC Group performance Leader-member relations Leader position power Task structure *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall.

  17. Break 20 Minute Break

  18. TRP 7

  19. Thursday • Last Class • Pizza Party! • SAP and TRP 8 Due • Transformational, Transactional, and Charismatic Leadership • Conger & Kanungo (1987) • Kuhnert & Lewis (1987) • Judge & Piccolo (2004)

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