Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 12

Chapter 12 - Contingency theories of leadership. This chapter is designed to provide an overview of four of the more well-known contingency theories of leadership, which include the normative decision model (Vroom & Vetton, 1973), the situational leadership model (Hersey & Blanchard, 1984), the contingency model (Fiedler, 1967), and the path-goal theory (House & Dessler, 1974).

12­1 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved C   HAPTER T WELVE Contingency Theories of  Leadership SLT Prescriptions For Most Appropriate  Behaviors Based On Follower Maturity Relationship behaviors Participating  (Lo T, Hi R) Selling       (Hi T, Hi R) Delegating  (Lo T, Lo R) Telling        (Hi T, Lo R) Task behaviors M4 M3 M2 M1 Follower maturity McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 12­3 Components Of Follower Maturity • Job maturity – the amount of task­ relevant knowledge, experience,  skill, and ability that the follower  possesses • Psychological maturity – the  follower’s self­confidence,  commitment, motivation and self­ respect relative to the task at hand McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 12­4 Factors From the Situational Leadership  Theory and the Interactional Framework 12­5 Leader Telling   High task, low     relationship Selling:   High task,  high     relationship Participating:   Low task,  low     relationship Delegating:   Low task, low     relationship Decision to use developmental intervention Outcomes: Task accomplishment Increased follower maturity (if  developmental interventions  used) What is the task to be accomplished?  What is the followers’ job  maturity?  Psychological maturity?  Followers McGraw­Hill/Irwin Situation © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Contingency  Theory Leader effectiveness is primarily  determined by selecting the right kind of  leader for a certain situation or changing  the situation to fit the particular leader’s  style.  Motivational Hierarchies For Low­  and High­LPC Leaders 12­7 People  Task  Task  People  Low­LPC leader motivational hierarchy High­LPC leader motivational hierarchy McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Contingency Model Octant Structure For  Determining Situational Favorability High Task structure Position power Octant McGraw­Hill/Irwin Low Overall situation favorability Leader­member relations Good Structured 12­8 Poor Unstructured Structured Unstructured High Low High Low High Low High Low © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Factors From Fiedler’s Contingency  Theory and the Interactional Framework Leader Outcomes: Motivation hierarchy              (as determined by LPC score) Effective or  ineffective group  performance based  upon match or  mismatch between  leader and overall  favorability of the  leadership situation Leader­ member  relations Task structure Position power Followers McGraw­Hill/Irwin Situation © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 12­9 Four Leader Behaviors of Path­ Goal Theory • • • • Directive Supportive  Participative  Achievement­oriented McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 12­10 Interaction Between Followers’ Locus of Control 12­11 Scores and Leader Behavior in Decision Making External locus of  control followers Internal locus of  control followers Follower satisfaction with leader High Low  Directive McGraw­Hill/Irwin Leader behavior in decision making Participative © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Examples of Applying Path­Goal  Theory Situation Leader Followers Newly formed  work unit Directive  behaviors (tell  followers what  to do and how  to do it) Reduced role  ambiguity  (clearer effort­ to­ performance  links) Substandard  performance  (no rewards  for  performance) Directive  behaviors  (make rewards  available and  contingent on  performance) Clearer  performance­ to­reward  links  (increased  valence) McGraw­Hill/Irwin 12­12 Outcomes Higher  effort Higher  satisfaction Higher  effort Higher  satisfaction © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved  ... McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 12 3 ComponentsOfFollowerMaturity Jobmaturitytheamountoftaskư relevantknowledge ,experience, skill,andabilitythatthefollower possesses... Psychologicalmaturitythe followersselfưconfidence, commitment,motivationandselfư respectrelativetothetaskathand McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 12 4 Factors From the Situational Leadership ... © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved Contingency  Theory Leader effectiveness is primarily  determined by selecting the right kind of leader for a certain situation or changing  the situation to fit the particular leader’s