Leadership Chapter 6 - Contingency Theory. Contingency Theory Approach Description Contingency theory is a leader-match theory (Fiedler & Chemers, 1974)

LeadershipLeadership

Chapter 6 - Contingency Theory

Contingency Theory Approach DescriptionContingency Theory Approach Description

Contingency theory is a leader-match theory (Fiedler & Chemers, 1974)◦Tries to match leaders to appropriate

situations

Leader’s effectiveness depends on how well the leader’s style fits the context

Fiedler’s generalizations about which styles of leadership are best and worst are based on empirically grounded generalizations

PerspectivePerspectivePerspectivePerspective

DefinitionDefinitionDefinitionDefinition

Contingency Theory Approach Contingency Theory Approach DescriptionDescription

Assessment based on:◦Leadership Styles◦Situational Variables

Effective leadership is contingent on matching a leader’s style to the right setting

Leadership StylesLeadership Styles

Leadership styles are described as:Task-motivated (Low LPCs)

◦Leaders are concerned primarily with reaching a goal

Relationship-motivated (High LPCs)◦ Leaders are concerned with developing close

interpersonal relationships

Leader Style Measurement Scale (Fiedler)

Least Preferred Co-Worker (LPC) ScaleHigh LPCs = Relationship-motivated Low LPCs = Task-motivated

Situational Variables/3 FactorsSituational Variables/3 Factors

1. Leader-Member Relations - Refers to the group atmosphere and the degree of confidence, loyalty, and attraction of followers for leaderGroup atmosphere – Good – high degree of subordinate trust, liking, positive relationship

Poor – little or no subordinate trust, friction exists, unfriendly


2. Task Structure◦Concerns the degree to which requirements of a task are clear and spelled outHigh Structure –

◦requirements/rules - are clearly stated/known

◦path to accomplish - has few alternatives◦task completion - can be clearly demonstrated

◦limited number - correct solutions exist

Situational Variables/3 FactorsSituational Variables/3 Factors2. Task Structure, cont’d.

◦Concerns the degree to which requirements of a task are clear and spelled outLow Structure –

◦requirements/rules - not clearly stated/known

◦path to accomplish - has many alternatives

◦task completion - cannot be clearly demonstrated/verified

◦unlimited number - correct solutions exist


3. Position Power–Designates the amount of authority a leader has to reward or punish followersStrong Power – ◦authority to hire or fire, give raises in rank or pay

Weak Power – ◦no authority to hire or fire, give raises in rank or pay


3 Factors - determine the favorableness of various situations in organizations

Situations that are rated:–Most Favorable -good leader-follower relations, defined tasks (high structure), & strong leader position power

Situational Variables/3 FactorsSituational Variables/3 Factors3 Factors - determine the

favorableness of various situations in organizations

Situations that are rated:–Least Favorable -Poor leader-follower relations, unstructured tasks (low structure), & Weak leader position power –Moderately Favorable –Fall in between these extremes

Research Findings of Leader Research Findings of Leader Style Style EffectivenessEffectiveness

Reasons for leader mismatch ineffectiveness:

Leader style doesn’t match a particular situation; stress and anxiety result

Under stress, leader reverts to less mature coping style learned in earlier development

Leader’s less mature coping style results in poor decision making and consequently negative work outcomes

How Does the Contingency How Does the Contingency Theory Approach Work?Theory Approach Work?

Focus of Contingency Theory Strengths Criticisms Application

Contingency Theory ApproachContingency Theory Approach

By assessing the 3 situational variables.After the nature of a situation is determined, the

fit between leader’s style and the situation can be evaluated

By measuring Leader’s LPC score and the 3 situational variables, it is possible to predict whether a leader will be effective in a particular setting

FocusFocus

Overall ScopeOverall Scope

CriticismsCriticisms

Fails to fully explain why leaders with particular leadership styles are more effective in some situations than others

Criticism of LPC scale validity as it does not correlate well with other standard leadership measures

Cumbersome to use in real-world settings

Fails to adequately explain what should be done about a leader/situation mismatch in the workplace

Think, Pair, ShareThink, Pair, Share

Based on the SLII and the Contingency Theory of Leadership, how should the following leaders behave to be most effective, what is your justification? Assigned by pairs. 20 minutes prep.

Roger Goodell in with owners in the NFL labor dispute

Jeff Saturday with players in the same dispute


Continued…

Pete Caroll as a coach of the Seahawks

Bubu Stewart as a leader in the motor-cross circuit

Lebron James as a leader of the defeated Miami Heat


Continued…

Tim Tebow on the field as the second string quarterback fighting for first position.

Manager Eric Wedge of the Seattle Mariners

Dr. Jeff Stinson as the coach of his 7 year old son’s soccer team.

Documents

Leadership Chapter 6 - Contingency Theory. Contingency Theory Approach Description Contingency theory is a leader-match theory (Fiedler & Chemers, 1974)