1 / 17

Contingency Theories

Contingency Theories. McGovern & Bernhard. McGovern Possible in sport? Examples… Why is this not done often? Hint: Who becomes coach? Bernhard Possible in exercise settings? Examples… Take Home Message specific to Leadership?. Contingency Approaches.

renjiro
Download Presentation

Contingency Theories

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Contingency Theories

  2. McGovern & Bernhard • McGovern • Possible in sport? Examples… • Why is this not done often? • Hint: Who becomes coach? • Bernhard • Possible in exercise settings? Examples… • Take Home Message specific to Leadership?

  3. Contingency Approaches • “The basic tenet of this focus was that behavior effective in some circumstances might be ineffective under different conditions” (p. 64). • A 4-5th grade soccer coach would behave much differently than the same coach at the Olympic level.

  4. Contingency Approaches • Two qualities by the Leader MUST be present. • Sliding scale of two behaviors. • Most difficult one to achieve success at?

  5. Fiedler’s Contingency Model • Premise was to critically examine the two largest variables for predicting potential success: • Leader & Organization • Where in sport do we see this approach? • Least Preferred Coworker (LPC) scale

  6. Fiedler’s 3 Prongs of the Situation • Leader-Member relations: • Members’ attitudes towards & acceptance of the leader. • Task Structure: • High or low = greater chance of success? • Position Power: • An evaluation of formal power.

  7. Using Fiedler’s Model • Evaluate yourself as a leader accurately. • Evaluate the situation accurately. • Do these variables change? • General research support, but correlation statistics only. • LPC is simplistic and doesn’t account for everything.

  8. Hersey & Blanchard Situational Theory • Evaluation is primarily based on follower readiness level. Then the leader alters her behavior to adjust to the level of the followers. • This notion applies to both a team as a whole and individuals within a team. • Where do we see this ‘tiered’ behavior from coach to follower in sport? Exercise?

  9. Path-Goal Theory • Leader is to increase motivation of followers in order to achieve greater rewards. • Path Clarification. • Increased usage and congruence of rewards. • Difficult or easy in exercise? • 3 sections to consider: • Leader Behavior • Followers & Situation • Rewards

  10. Path-Goal Theory: Leader Behavior • Supportive Leadership: concern for followers. • Directive Leadership: specific instructions for followers. (color by number) • Participative Leadership: followers’ opinions are sought and valued. • Achievement-oriented Leadership: challenging goals and constant improvement to meet them. • *Behavioral patterns, NOT traits.

  11. Path-Goal Theory: Situation • Personal characteristics of group members. • Ability, skills, needs & motivations. • Work environment. • Task structure: defined vs. abstract. • Formal authority: legitimate power + rules & policies. • Group characteristics: educational level & relationships among members.

  12. Path-Goal Theory: Rewards • How do followers get to rewards? • What rewards do they want? • Exercise examples…?

  13. Vroom-Jago • “focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions.” (p. 79) • Premise: Leader faces a problem and must make a decision.

  14. Vroom-Jago: Leader Participation Style • Continuum from solely autocratic to solely democratic. • Utilize 7 questions to determine where on the continuum the situation is which in turn provides a prescription of behavior to follow. • Initial problems with this approach?

  15. Vroom-Jago: 7 Questions • Decision significance. • Importance of commitment. • Leader expertise. • Likelihood of commitment. • Group support for goals. • Goal expertise. • Team competence.

  16. Vroom-Jago: Time vs. Development • Increasing the time to make a decision should prompt greater follower development. • Which is paramount? • Time or Development… • Sport? • Exercise?

  17. Leadership ALWAYS Necessary? • Substitute: a situational variable that makes a certain leadership style unnecessary or redundant. • Neutralizer: a situational variable that counteracts a leadership style and prevents the leader from acting in a certain way.

More Related