Transcript Chapter 7- Contingency Theories and Adaptive Leadership

Chapter 7- Contingency
Theories and Adaptive
Leadership
BUA 200- Organizational Leadership
Definition
Contingency theories describe how
aspects of the leadership situation
can alter a leader’s influence and
effectiveness- p. 169, Chapter 7
Path-Goal Theory
Describes how leadership’s task oriented
behavior and supportive role influence a
subordinate. If a subordinate knows his
role, and gets support, he/she will perform
better.
Leadership Substitutes Theory
Repetitive tasks and redundancy
negate the effects of leaders and
make them ineffective.
Situational Leadership Theory
Leadership roles vary depending on subordinate.
For instance, a subordinate who does not
progress quickly the leader will create implicit
tasks and procedures. A mature subordinate has
less “hand holding” and more delegation and
responsibility.
Cognitive Resources Theory
The performance of a leaders’ team or group is
based on a complex set of leader traits and
situational behaviors. The theory is based on
interpersonal stress between the leader and
subordinate. Expectations for subordinate may be
premature or inappropriate causing issues.
Guidelines for Adaptive Leadership
• Make your situation more favorable
• Increase flexibility and use wide range of
relevant behaviors
• Use better planning techniques
• Consult proper people, more people
• Provide better direction
• Monitor critical tasks or unreliable subordinates
• Provide coaching
• Support those in high stress situations
Summary
All situations are not the same for leaders.
Effective leaders adapt to unforeseen crises
or issues. Good leaders adapt and make
crises into a favorable situation.