Transcript No Slide Title

Hersey-Blanchard Situational
Leadership Model
Slide 1 of 2
– A situational leadership theory that emphasizes
followers and their level of maturity. The
leader must properly judge or intuitively know
followers’ maturity level and then use a
leadership style that fits the level.
Situational Leadership Hersey-Blanchard
High
Supporting
R3 R2
S3
Share Ideas
Facilitated
Decision Making
R4
Coaching
S2
Explain Decision
Clarification
Opportunity
R1
Not competent
Not committed
R2
Not competent
Committed
Delegating
Telling
S4
S1
Specific
Instructions
Closely Supervise
Get Out
of
The Way
Development level
of followers
R3
Not committed
R4
High
TASK BEHAVIOR
Competent
Committed
R1
Low
Competent
People With High Task Maturity
Tend to Have-•
•
•
•
Ability
Skills
Confidence
Willingness to work.
The Contingency Leadership Model
• Description of the Model
– The contingency model of leadership
effectiveness was developed by Fiedler and
postulates that the performance of groups is
dependent on the interaction between
leadership style and situational favorableness.
• Leadership style is measured by the
Least-Preferred Coworker Scale (LPC).
Fiedler’s Situational Variables and Their
Preferred Leadership Styles
Situation
Situational Characteristics
I
Leadermember
relations
II
III
IV
V
VI
VII
VIII
Poor
Good
Good
Good
Good
Poor
Poor
Poor
Task
structure
High
High
Low
Low
High
High
Low
Position
power
Strong
Weak
Strong
Strong
Weak
Strong
Preferred
leadership
style
Very
Favorable
Task-Oriented
Weak
Relationship-Oriented
Low
Weak
TaskOriented
Very Unfavorable
Fiedler’s Contingency
Theory
Leader-member relations: refers to group
atmosphere and members’ attitude toward and
acceptance of the leader.
Task structure: refers to the extent to which tasks
performed by the group are defined, involve specific
procedures, and have clear, explicit goals.
Position power: is the extent to which the leader has
formal authority over subordinates.
Leadership Continuum
Path-Goal Leadership Model
• Description of the Model
– A theory that suggests it is necessary for a
leader to influence the followers’ perception of
work goals, self-development goals, and paths
to goal attainment. The foundation for the
model is the expectancy motivation theory
Path-Goal Theory
• Increase subordinates' motivation to attain
personal and organizational goals by-1. Clarifying the subordinates' path to the
available rewards
2. Increasing the rewards that they value
• Path clarification means the leader helps
subordinates learn the behaviors that lead to
task accomplishment and rewards.
Three Contingencies of Path-Goal
• Leader behavior and style
• Situational contingencies
• Use of rewards to meet subordinate needs.
Leader Behavior
•
•
•
•
Supportive leadership
Directive leadership
Participative leadership
Achievement-oriented leadership.
Vroom-Jago Leadership Model
A leadership model that specifies
which leadership decision-making
procedures will be most effective
in each of several different
situations.
Refer to p.443
Vroom-Jago Leadership Model
• Features of the Model
– Five Different Decision Styles
• Autocratic (A) - the leader makes the decision without
input from subordinates.
• Consultative (C) - subordinates have some input, but
you make the decision.
• Group (G) - The group makes the decision; you (as
leader) are just another group member.
• Delegated (D) - You give exclusive responsibility to
subordinates.
Charismatic Leadership
• Defining Charismatic Leadership
– Charismatic leaders have a combination of
charm and personal magnetism that contribute
to a remarkable ability to get other people to
endorse their vision and promote it
passionately.
A leader who has the ability to motivate
subordinates to transcend their expected
performance.
Charismatic Leadership
• Two Types of Charismatic Leaders
– Visionary Charismatic Leaders
• Through communication ability, the visionary
charismatic leader links followers’ needs and goals
to job or organizational goals.
– Crisis-Based Charismatic Leaders
• The crisis-produced charismatic leader
communicates clearly what actions need to be taken
and what their consequences will be.
Transactional Leadership
The leader helps the
follower identify what must
be done to accomplish the
desired results: better quality
output, more sales or
Similar to
services, reduced cost of
Path Goal
production
Transformational Leadership
By expressing a vision, the
transformational leader
persuades followers to work
hard to achieve the goals
envisioned. The leader’s
vision provides the follower
with motivation for hard
work that is self-rewarding
(internal)
A leader distinguished by
a special ability to bring
about innovation and
change.
Substitutes for Leadership
• Organizational Variables
Group cohesiveness
Formalization
Inflexibility
Low position power
Physical separation
• Task characteristics
Highly structured task
Automatic feedback
Intrinsic satisfaction
Servant Leader
A leader who works to fulfill subordinates’
needs and goals as well as to achieve the
organization’s larger mission.
Factors that Describe
Transformational Leaders
Intellectual
Stimulation
Individual
Attention
Management
by Exception
Charisma
Contingent
Reward
What a Difference a Century Can Make
Contrasting views of the corporation:
CHARACTERISTIC
20TH CENTURY
ORGANIZATION
FOCUS
STYLE
SOURCE OF STRENGHT
STRUCTURE
RESOUCES
OPERATIONS
PRODUCTS
REACH
The Pyramid
The Web or Network
Internal
External
Structured
Flexible
Stability
Change
Self-sufficiency
Interdependencies
Atoms-physical assetsBits-information
Vertical integration Virtual integration
Mass production
Mass customization
Domestic
Global
DATA: BUSINESS WEEK 2000
21ST CENTURY
What a Difference a Century Can Make
Contrasting views of the corporation:
CHARACTERISTIC
20TH CENTURY
21ST CENTURY
FININCIALS
INVENTORIES
STRATEGY
LEADERSHIP
WORKERS
JOB EXPECTIONS
MOTIVATION
IMPROVEMENTS
QYALITY
Quarterly
Months
Top-down
Dogmatic
Employees
Security
To compete
Incremental
Affordable best
Real time
Hours
Bottom-up
Inspirational
Employees/free agents
Personal growth
To build
Revolutionary
No compromise
DATA: BUSINESS WEEK 2000
GIVE THEM SOMETHING USEFUL TO DO
VALUE THEM
GIVE THEM A SCORECARD AND A SAY
REWARD CONTRIBUTION