lecture9_contingency.ppt
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This document discusses two contingency theories of leadership: Fiedler's Contingency Theory and Path-Goal Theory. Fiedler's theory proposes that a leader's effectiveness depends on their leadership style and the favorability of the situation. It uses the Least Preferred Coworker scale to assess leadership style as either task-oriented or relationship-oriented. Path-Goal Theory suggests that a leader's style should support subordinate goals and motivation by clarifying paths to goals and offering rewards and support. Both theories examine how situational factors impact the most effective leadership approach.
lecture9_contingency.ppt
- 1. 1 Leadership 201 Foundations of Leadership Studies
- 2. 2 Theoretical Perspectives on Leadership: The Contingency/Situational Approaches Situational Theory Path–Goal Theory Contingency Model
- 3. 3 Where Are We Now? ▼Trait theories ▼Behavioral theories ▼Situational/contingency theories – Fiedler's Contingency Model – Path-Goal Theory – Hersey-Blanchard Situational Theory (next class)
- 4. 4 Fiedler's Contingency Theory of Leadership ▼ Leader Effectiveness = f (leader style, situation favorability) – Group performance is a result of interaction of two factors. • Leadership style • Situational favorableness
- 5. 5 Leadership Style ▼Leadership Style – This is the consistent system of interactions that takes place between a leader and work group. – An individual's leadership style depends upon his or her personality and is, thus, fixed
- 6. 6 Least Preferred Coworker (LPC) ▼The least-preferred coworker (LPC) scale classifies leadership styles. – Describe the one person with whom he or she worked the least well with. – From a scale of 1 through 8, describe this person on a series of bipolar scales: Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive Guarded 1 2 3 4 5 6 7 8 Open
- 7. 7 Leadership Styles Relationship oriented: A high LPC score suggests that the leader has a human relations orientation Task oriented: A low LPC score indicates a task orientation. Fiedler's logic: Individuals who rate their least preferred coworker in a favorable light derive satisfaction out of interpersonal relationship; those who rate the coworker unfavorably get satisfaction out of successful task performance
- 8. 8 Situation Favorability ▼Situation Favorability – The degree a situation enables a leader to exert influence over a group – The focus is on three key situational factors • Leader-member relations • Task structure • Position power
- 9. 9 Situation Favorability 1. Leader-member relations: The degree to which the employees accept the leader 2. Task structure: The degree to which the subordinates jobs are described in detail 3. Position power: The amount of formal authority the leader possesses by virtue of his or her position in the organization.
- 10. 10 When to Use Which Style?? Low LPCs High LPCs Low LPCs Leader-Member Relations Task Structure Position Power Preferred Leadership Style Contingency Model 1 Strong 2 Weak High 3 Strong 4 Weak Low Good 5 Strong 6 Weak High 7 Strong 8 Weak Low Poor
- 12. 12 Implications ▼ 1. The favorableness of leadership situations should be assessed ▼ 2. Candidates for leadership positions should be evaluated using the LPC scale ▼ 3. If a leader is being sought for a particular leadership position, a leader with the appropriate LPC profile should be chosen ▼ 4. If a leadership situation is being chosen for a particular candidate, a situation should be chosen which matches his/her LPC profile
- 13. 13 House & Mitchell’s Path–Goal Theory Leadership style is effective on the basis of how successfully leaders support their subordinates’ perceptions of: Goals that need to be achieved Rewards for successful performance Behaviors that lead to successful performance
- 14. 14 House & Mitchell’s Path–Goal Theory Leaders can influence subordinates’ motivation by: 1. Teaching employees competencies needed 2. Tailoring rewards to meet employees’ needs 3. Acting to support subordinates’ efforts
- 15. 15 Assumptions of Path–Goal Theory 1. A leader’s behavior is acceptable and satisfying to subordinates to the extent that they view it as either an immediate source of satisfaction or as an instrument to some future satisfaction. 2. A leader’s behavior will increase subordinates’ efforts if it links satisfaction of their needs to effective performance and supports their efforts to achieve goals.
- 16. 16 Path–Goal Theory Leadership Behavior Instrumental behavior (task-oriented) Supportive behavior (employee-oriented) Achievement-oriented behavior (employee-oriented) Participative behavior (employee-oriented)
- 17. 17 Path–Goal Theory Situational Factors Personal characteristics of subordinates Work environment
- 18. 18 Path–Goal Theory Situational Factors Personal Characteristics of Subordinates Abilities Self-Confidence Personal Needs and Motivations Perception of Leaders
- 19. 19 Path–Goal Theory Situational Factors Work Environment Exercise of Power Culture and Subculture Policies and Rules Structure of Tasks Management Philosophy
- 20. 20 Choosing a Leadership Style ▼Leaders need to choose a leadership style that best fits the needs of subordinates and the task they are doing.
- 21. 21 Path-Goal Theory Task Characteristics Subordinate Characteristics Leader Behaviors Directive, Supportive Participative, Achievement Oriented Subordinates Goals/Productivity Motivation
- 22. 22 Applying Fiedler’s Contingency Theory ▼Fill out the LPC – Determine whether you are task or relationship oriented. ▼Think of a leadership situation in which you were not optimally effective and/or one in which you excelled – Evaluate the situation(s) – Does your experience support Fiedler’s theory?
- 23. 23 Contingency theory: Strengths ▼Supported by a lot of empirical research ▼Looks at the impact of the situation on leaders ▼It is predictive ▼It does not require that people be effective in all situations ▼It provides a way to assess leader style that could be useful to an organization
- 24. 24 Contingency Theory: Weaknesses ▼Black box: Why? ▼There is some doubt whether the LPC is a true measure of leadership style ▼It is cumbersome to use ▼Doesn't explain what to do when there is a mismatch between style and situation ▼Other situational variables, like training and experience, have an impact in a leader's effectiveness
- 25. 25 Path Goal Theory: Strengths ▼It specifies four conceptually distinct varieties of leadership ▼Explains how task and subordinate characteristics affect the impact of leadership ▼The framework provided in path-goal theory informs leaders about how to choose an appropriate leadership style. ▼It attempts to integrate the motivation principles into a theory of leadership. ▼Provides a practical model
- 26. 26 Path Goal Theory: Weaknesses ▼It is very complex. ▼It has received only partial support from the many empirical research studies that have been conducted to test its validity. ▼It fails to explain the relationship between leadership behavior and worker motivation. ▼This approach treats leadership as a one-way event-the leader affects the subordinate.