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Contingency and Situational Theories

Explore essential theories like Fiedler's Contingency Model, Path-Goal Theory, and Situational Leadership. Learn to assess follower characteristics, task factors, and organizational variables to determine the most suitable leadership approach.

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Contingency and Situational Theories

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  1. Contingency and Situational Theories Chapter 5

  2. A Map for Learning about Contingency and Situational Theories Fiedler’s Contingency Model (Classrooms) • Earliest theory • LPC Scores • task or relationship orientation • situational favorableness Path-Goal Theory (Library) Slides 8-12 • Expectations of followers • Four styles of leadership behaviors The Main Idea (The Gate) Situations influence leadership style and behavior The type of leadership needed depend on the situation Slides 5-7 Slides 13-15 Contingency = Dependent upon a situation Situational = Situation, a certain time or event The Situational Leadership Model (Dormitory) • 4 levels of follower readiness or maturity • Corresponding Leadership styles

  3. Why Contingency and Situational Theories? • Leadership scholars found many problems with trait and behavioral theories. • They realized that leadership is more complex and cannot be defined by single set of traits or by a particular style or behavior. • There are so many different kinds of situations and each situation has many different factors. • This has a big impact on leadership and cannot be ignored.

  4. What makes situations different? There are three variables (or factors): • The personal characteristics of followers • What are the people like? Personality, motivation, experience, character, etc… • Task factors • What is the task? Is it structured? Does is require high level skills? • Organizational factors • How organized is the group? What is the structure like? How much authority or power is the leader given?

  5. Fiedler’s Contingency Model • Earliest of contingency and situational theories • Uses a test called LPC to determine a leader’s behavior (see the test on the next slide) • Assumes that leader behaviors do not change easily • Uses three variables to determine situational favorableness (see slide 7)

  6. Think about a person who has been very hard to work with. Their attributes and personality make difficult for you to work together with them. This person is your least favorite co-worker. Describe this person using the qualities listed on the left. For example: If they are sometimes pleasant, you will choose a 5 in the first row. If they are always unfriendly, you should choose a 1 in row two. When you are finished, total all of the numbers you have chosen. This is your LPC score. Take the LPC Test Always Sometimes Sometimes Always 58-63 = Middle LPC 64 or Higher = High LPC (Relationship Oriented) 57 or Below = Low LPC (Task-Oriented)

  7. An Eight-Octant Continuum Fiedler’s Contingency Model: Types of Situations (Octants) Task-Motivated Leader (Low LPC) Relationship-Motivated Leader (High LPC) Task-Motivated Leader (Low LPC) Situation Variables Task Motivated Leaders are best in octants 1, 2, 3, and 8 Relationship Motivated Leaders are best in octants 4, 5, 6, and 7

  8. Developed by R. J. House Path-Goal Theory Three Variables of Motivation for People: Expectancy = If I put forth effort, will I achieve the goal? Instrumentality = If I achieve the goal, will there be a reward? Valance = How much is the reward worth to me? Do I value it? The Path-Goal Theory is Based on the Expectancy Motivation Theory

  9. How can leaders respond to these expectations? They should… • Help to clarify (or explain) expectations • Identify (show or display) the path to goal achievement • Provide necessary tools, training, and information • Help establish goals • Show followers how performance can lead to a good outcome (rewards such as: pay increase, special recognition, awards, promotion)

  10. The most effective leadership style will be determined by two contingency factors Characteristics of Followers: Characteristics of Situations:

  11. Four different leadership styles of the Path-Goal Theory: • Directive – provides direction and structure; organizes • Supportive – maintains control, but friendly and caring • Participative – consultative approach, input from followers is encouraged • Achievement-oriented – has high expectation and confidence in followers, provides challenging goals Followers with… Need…

  12. Summary Diagram House’s Path-Goal Theory • Characteristics of Followers • Amount of experience and knowledge • Needs • Personality • Goal Achievement • Follower Satisfaction • Productivity • Rewards • Leader Style • Directive • Supportive • Participative • Achievement-oriented • Characteristics of Situations • Level of task structure • Authority for system • Nature of the group

  13. Situational Leadership Theory • Created by Hersey and Blanchard in 1969 • Based on the Ohio State studies • The maturity level of followers is used as a situational variable • Leaders should adapt their leadership style to best fit their followers and the situation • Often used in training programs for managers

  14. Follower Maturity Determines the Most Effective Leadership Style The two variables in follower maturity are: • Job maturity (task skills) • Psychological maturity (motivation)

  15. Hersey and Blanchard’s Situational Model R4 R2 Psychological Maturity (Motivation) LowHigh R3 R1 Job Maturity (Task Skills) LowHigh In this model, leaders can be flexible. They can adapt or change their style to match the readiness of their followers.

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