Transcript Contingency Approaches 1

Contingency
Approaches
1
Comparing the Universalistic and
Contingency Approaches to Leadership
Ex. 3.1
Universalistic
Approach
Leadership
Traits/behaviors
Outcomes
(Performance, satisfaction,
etc.)
Leader
Contingency
Approach
Followers
Style
Traits
Behavior
Position
Needs
Maturity
Training
Cohesion
Task
Structure
Systems
Env.
Outcomes
(Performance, satisfaction,
etc.)
Situation
2
Contingency Approaches
Contingency approaches:
approaches that seek to delineate the
characteristics of situations and
followers and examine the leadership
styles that can be used effectively
Fiedler’s contingency model: a
model designed to diagnose whether a
leader is task-oriented or relationshiporiented and match leader style to the
situation
3
Metacategories of Leader
Behavior and Four Leader Styles
Ex. 3.2
TASK
BEHAVIOR
High
High Task-Low
Relationship
High Task-High
Relationship
Low Task-Low
Relationship
High Relationship
-Low Task
Low
Low
RELATIONSHIP BEHAVIOR
High
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Situational Theory
Hersey and Blanchard’s extension
of the Leadership Grid focusing on
the characteristics of followers as
the important element of the
situation, and consequently, of
determining effective leader
behavior
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Situational Theory
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Hersey and Blanchard’s
Situational Theory of Leadership
Ex. 3.4
Follower Characteristics
Appropriate Leader Style
Low readiness level
Telling (high task-low relationship)
Moderate readiness level
Selling (high task-high relationship)
High readiness level
Participating (low task-high rel.)
Very high readiness level
Delegating (low task-low relationship)
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Path-Goal Theory
A contingency approach to
leadership in which the leader’s
responsibility is to increase
subordinates’ motivation by
clarifying the behaviors necessary
for task accomplishment and
rewards
8
Leader Roles in the Path-Goal
Model Increase Rewards
Path Clarification
Ex. 3.5
Leader defines what follower
must do to attain work
outcomes
Leader learns follower’s
needs
Leader clarifies follower’s
work role
Leader matches follower’s
needs to rewards if work
outcomes are accomplished
Follower has increased
knowledge & confidence to
accomplish outcomes
Leader increases value of
work outcomes for follower
Follower displays increased effort and
motivation
Organizational work outcomes are
accomplished
9
Path-Goal Situations and
Preferred Leader Behaviors
Ex. 3.6
Situation
Leader Behavior
Impact on Follower
Followers lack
self-confidence
Supportive
Leadership
Ambiguous job
Directive
Leadership
Lack of job
challenge
AchievementOriented
Leadership
Set and strive for
high goals
Participative
Leadership
Clarifies followers’
needs to change
rewards
Incorrect
reward
Outcome
Increases confidence
to achieve work
outcomes
Clarifies path to
reward
Increased
effort;
improved
satisfaction
and
performance
10
Ex. 3.7
Five Leader Decision Styles
Area of Freedom for Group
Area of Influence by Leader
Decide
Consult
Individually
Consult
Group
Facilitate
Delegate
11
Substitute and Neutralizer
Substitute: a situational
variable that makes
leadership unnecessary
or redundant
Neutralizer: a situational
characteristic that
counteracts the leadership
style and prevents the
leader from displaying
certain behaviors
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Ex. 3.10
Substitutes and Neutralizers
for Leadership
Variable
Task-Oriented
Leadership
PeopleOriented
Leadership
Organizational
variables
Group cohesiveness
Formalization
Inflexibility
Low positional power
Physical separation
Substitutes for
Substitutes for
Neutralizes
Neutralizes
Neutralizes
Substitutes for
No effect on
No effect on
Neutralizes
Neutralizes
Task
characteristics
Highly struct. task
Automatic feedback
Intrinsic satisfaction
Substitutes for
Substitutes for
No effect on
No effect on
No effect on
Substitutes for
Follower
characteristics
Professionalism
Training/experience
Low value of rewards
Substitutes for
Substitutes for
Neutralizes
Substitutes for
No effect on
Neutralizes
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Filling the “GAPS”
• JACK WELCH
• “Before you are a leader,
success is all about growing
yourself. When you become a
leader, success is all about
growing others and filling the
Gaps.”
Through Individualized
Leadership
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Vertical Dyad Linkage
Leader Member Exchange (LMX)
Partnership Building
Systems and Networks
Through Communication
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Build Relationships
Create the sense of Community
Remember to ask questions
Maintain Open Channels of
Communication
Through Leadership
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Remember that everything filters down
Allow for opportunities
Seek to Engage
Don’t Delegate. Motivate!
Through Empowerment
• Empowerment is the delegation of power
or authority to subordinates in the
organization
• Are they a “4” or are they a “5”?
• Share the Power.
Through Tools
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Personal Evaluations
One on One meetings
Building rapport with your team
Going to meetings
Having outings
Team Building Exercise
Though Conferences