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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). | CHAPTER TWELVE Contingency Theories of Leadership SLT Prescriptions For Most Appropriate Behaviors Based On Follower Maturity Participating (Lo T, Hi R) Delegating (Lo T, Lo R) Telling (Hi T, Lo R) Selling (Hi T, Hi R) M3 M1 M2 M4 Follower maturity Task behaviors Relationship behaviors 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 self-confidence, commitment, motivation and self-respect relative to the task at hand. Factors From the Situational Leadership Theory and the Interactional Framework Leader Followers Situation 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? 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 High-LPC Leaders Task People Low-LPC leader motivational hierarchy People Task High-LPC leader motivational hierarchy Contingency Model Octant Structure For Determining Situational Favorability Good Poor Structured Unstructured Structured Unstructured High Low High Low High Low High Low 1 2 3 4 5 6 7 8 Leader-member relations Task structure Position power Octant Overall situation favorability High Low Factors From Fiedler’s Contingency Theory and the Interactional Framework Followers Situation Motivation hierarchy (as determined by LPC score) Outcomes: Effective or ineffective group performance based upon match or mismatch between leader and overall favorability of the leadership situation Task structure Position power Leader Leader-member relations Four Leader Behaviors of Path-Goal Theory Directive Supportive Participative Achievement-oriented Interaction Between Followers’ Locus of Control Scores and Leader Behavior in Decision Making Directive Participative Leader behavior in decision making High Low Follower satisfaction with leader External locus of control followers Internal locus of control followers Examples of Applying Path-Goal Theory Substandard performance (no rewards for performance) Reduced role ambiguity (clearer effort-to-performance links) Newly formed work unit Directive behaviors (tell followers what to do and how to do it) Directive behaviors (make rewards available and contingent on performance) Clearer performance-to-reward links (increased valence) Higher effort Higher satisfaction Higher effort Higher satisfaction Situation Leader Followers Outcomes