Contingency - leadership
Leadership is contingent upon interplay of all three aspects of the leader-follower-situation model.
With exception of the contingency model, leaders are assumed to able to act in a flexible manner
Five Contingency Theories of Leadership
� LMX - Leader-Member Exchange
� Normans decision model
� Situational leadership model
� Contingency model - fiedlers
�Pathical-goal theory
- They specify that leaders should make their behaviors contingent on certain aspects of the followers or the situa
LMX
LMX - Leader-Member Exchange
* Leadership relationships develop over time
* Leaders do not treat all followers the same
- "In group" - high quality exchange relationship that goes beyond what the job requires
- "Out group" - low quality exchange limited t
Normative Decision Model
� LEVEL OF INPUT subordinates have in decision-making does vary substantially depending on the issue
� VROOM and YETTON maintained that leaders could often Improve Group Performance by using an optimal amount of Participation in the decision making proces
Normative Decision Model - Level of Participation
- The Normative decision model was designed to improve some aspects of leadership effectiveness
- Vroom and Yetton explored how various LEADER, FOLLOWER, and SITUATIONAL FACTORS affect the DEGREE of subordinates PARTICIPATION in the decision-making proces
Decision Quality and Acceptance
Vroom and Yetton, believed DECISION QUALITY and DECISION ACCEPTANCE were the two most important criteria for judging the SATISFACTION of a decision.
DECISION QUALITY: means that if the decision has a "better or worse" alternative, the leader should select
Concluding Thoughts about Normative Decision Model
� No evidence to show that leaders using the model are more effective overall than leaders not using the model.
� The model also:
- Views decision making as taking place at a single point in time.
- Assumes that leaders are equally skilled at using all fi
The Situational leadership model:
� Task behaviors: The extent to which the leader spells out the responsibilities of an individual group. Telling them what to do and how to do it.
� Relationship behaviors: How much time the leader engages in two-way communication.
Relationship behaviors
Task Behaviors
The extent to which the leader spells out the responsibilities of an individual group. Telling them what to do and how to do it.
** Part of situational leadership model
Relationship behaviors
How much time the leader engages in two-way communication.
Relationship behaviors include:
- Listening, encouraging, facilitating
- Clarifying, explaining why the task is important, giving support
** Part of situational leadership model
Follower Readiness
A followers ability and willingness to accomplish a particular task
� It is not a personal characteristic, but rather how ready an individual is to perform a particular task.
- Readiness is not an assessment of an individuals personality, traits, values,
Prescriptions of the Situational Leadership ModelLeadership Model
� While combining follower readiness levels with the four combinations of leader behaviors, four segments along a continuum emerge.
- Along this continuum, however, the assessment of follower readiness can be fairly subjective.
� A leader may like to see
Concluding Thoughts about the Situational Leadership Model
� The only situational consideration is KNOWLEDGE OF THE TASK, and the only follower factor is READINESS.
� Situational Leadership is usually appealing to students and practitioners because of its Commonsense approach as well as its ease of understanding.
The Contingency Model
by who
� Suggests that selecting the right kind of leader for a certain situation or changing the situation to fit the particular leader's style.
� To understand the contingency theory, one must look first at the critical characteristics of the leader and then a
Situational favorability:
Amount of control the leader has over the followers.
� The more control a leader has over followers, the more favorable the situation is, at least from a leader's perspective.
� Three sub-elements in situation favorability:
- Leader-member relations
- Tas
The Path-Goal Theory
� The underlying mechanism of the path-goal theory deals with EXPECTANCY, a cognitive approach to understanding MOTIVATION where people calculate:
- Effort-to-performance probabilities
- Performance-to-outcome probabilities
- Assigned valences or values t
Path-Goal Theory
continued
� Leaders:
- Leaders may use varying styles with different subordinates and differing styles with the same subordinates in different situations.
� Followers:
- Satisfaction of followers
- Followers perception of their own abilities.
� Situation:
- Task
-
4 Leader Behaviors of Path-Goal Theory
Directive Leadership
Supportive Leadership
Participative Leadership
Achievement-oriented Leadership
Directive Leadership behavior
Include telling followers what they are expected to do, how to do it, when it is to be done, and how their work fits i with the work of others.
Setting schedules, norms, and providing expectations that followers will establish procedure and regulations.
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Supportive Leadership behavior
courteous, friendly interactions, express concern for follower well-being and individual needs, remain open and approachable to followers.
Participative Leadership behavior
Participate in behaviors described by Vroom and Yetton.
Share work problems with followers
Solicit their suggestions, concerns, and recommendations
Achievement-oriented leadership behavior
- Demanding and Supporting in interaction with followers
- Set challenging goals for group and followers behavior
- seek ways to improve performance and expect followers to always perform at their highest level
- EXHIBIT high degree of ongoing confidence