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Chapter 3. Contingency Approaches. Ex. 3.1 Comparing the Universalistic and Contingency Approaches to Leadership. Outcomes (Performance, satisfaction, etc.). Leadership Traits/behaviors. Universalistic Approach. Leader. Style Traits Behavior Position. Contingency Approach. Outcomes - PowerPoint PPT Presentation
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Chapter 3Chapter 3
Contingency ApproachesContingency Approaches
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Ex. 3.1Ex. 3.1 Comparing the Universalistic and Comparing the Universalistic and Contingency Approaches to LeadershipContingency Approaches to Leadership
Universalistic Approach
Contingency Approach
Followers
Leader
Situation
Leadership Traits/behaviors
Style Traits
BehaviorPosition
NeedsMaturityTraining
Cohesion
TaskStructureSystems
Env.
Outcomes(Performance, satisfaction,
etc.)
Outcomes(Performance, satisfaction,
etc.)
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Ex. 3.2Ex. 3.2 Metacategories of Leader Metacategories of Leader Behavior and Four Leader StylesBehavior and Four Leader Styles
High Task-LowRelationship
High Task-HighRelationship
Low Task-LowRelationship
High Relationship-Low Task
Low
High
Low HighRELATIONSHIP BEHAVIOR
TA
SK
B
EH
AV
IOR
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Contingency ApproachesContingency 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 relationship-oriented and match leader style to the situation
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Fiedler’s Contingency ModelFiedler’s Contingency Model
• Least Preferred Co-Worker
• Leader Situation has 3 dimensions:–Position Power–Task Structure–Leader-Member Relations
• Leader effectiveness in a given situation is
effected by their LPC score.
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Situational TheorySituational 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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Ex. 3.4Ex. 3.4 Hersey and Blanchard’s Hersey and Blanchard’s Situational Theory of LeadershipSituational Theory of Leadership
Follower Characteristics Appropriate Leader Style
Low readiness level
Moderate readiness level
High readiness level
Very high readiness level
Telling (high task-low relationship)
Selling (high task-high relationship)
Participating (low task-high rel.)
Delegating (low task-low relationship)
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Hersey and Blanchard’s Situational Hersey and Blanchard’s Situational Leadership TheoryLeadership Theory
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Path-Goal TheoryPath-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
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Ex. 3.5Ex. 3.5 Leader Roles in the Path-Goal Leader Roles in the Path-Goal ModelModelPath Clarification Increase Rewards
Leader defines what followermust do to attain work outcomes
Leader clarifies follower’s work role
Follower has increased knowledge & confidence to accomplish outcomes
Leader learns follower’s needs
Leader matches follower’s needs to rewards if work outcomes are accomplished
Leader increases value of work outcomes for follower
Follower displays increased effort and motivation
Organizational work outcomes are accomplished
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Ex. 3.6Ex. 3.6 Path-Goal Situations and Path-Goal Situations and Preferred Leader BehaviorsPreferred Leader Behaviors
Situation Leader Behavior Impact on Follower Outcome
Supportive Leadership
Directive Leadership
Achievement-Oriented
Leadership
Participative Leadership
Followers lack self-confidence
Ambiguous job
Lack of job challenge
Incorrect reward
Increases confidence to achieve work outcomes
Clarifies path to reward
Set and strive for high goals
Clarifies followers’ needs to change rewards
Increased effort; improved satisfaction and performance
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The Vroom-Jago Contingency The Vroom-Jago Contingency ModelModel
A contingency model that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions
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Ex. 3.7Ex. 3.7 Five Leader Decision Styles Five Leader Decision Styles
Area of Influence by Leader
Area of Freedom for Group
Decide Consult Individually
Consult Group
Facilitate Delegate
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Diagnostic QuestionsDiagnostic Questions
• Decision significance– How significant is this decision for the project or
organization?• Importance of commitment
– How important is subordinate commitment to carrying out the decision?
• Leader expertise– What is the level of the leader’s expertise in relation to
the problem?• Likelihood of commitment
– If the leader were to make the decision alone, would subordinates have high or low commitment?
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Diagnostic QuestionsDiagnostic Questions
• Group support for goals– What is the degree of subordinate support for the
team’s or organization’s objectives at stake in this decision?
• Goal expertise– What is the level of group members’ knowledge and
expertise in relation to the problem?
• Team Consequence– How skilled and committed are group members to
working together as a team to solve problems?
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Selecting the Decision StyleSelecting the Decision Style
• Time based– When time is critical
• Development based– Assists with knowledge sharing and
development– Not time constrained
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Substitute and NeutralizerSubstitute 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. 3.10Ex. 3.10 Substitutes and Neutralizers Substitutes and Neutralizers for Leadershipfor Leadership
Variable Task-Oriented Leadership
People-Oriented 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