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Contingency Theories of Leadership

Theory Similarities & Assumptions

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Empirically tested Leaders can accurately diagnosis characteristics of followers & situation Leader behavior is flexible

A correct match between leader and situational and follower characteristics has a positive impact.

Normative Decision Model

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The Normative Decision Model, developed by Vroom and Yetton, is solely directed at determining how much input subordinates should have in the decisions making process.

Factors Influencing Decision Approach

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Quality requirement Information available Problem structure Importance of subordinate acceptance Likelihood of subordinate acceptance if autocratic decision Goal congruence between subordinates & company, and Likelihood of conflict

Decision-making processes
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To determine which situational and follower factors affect the level of participation and group performance, Vroom and Yetton investigated the decision-making processes leaders use in group settings. They discovered a continuum of decision-making.

Leader Participation Style

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Autocratic Processes
AI: The leaders solves the problem or makes the decision using available information AII: Leader obtains necessary information from followers, then decides on solution. May or may not tell followers purpose of questions or information about problem itself.

Autocratic DM Style
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An autocratic decision making style is appropriate when: The leader has sufficient information When the quality of the decision is not essential When employees do not agree with each other When employees do not agree with goals of organization

Leader Participation Style (cont.)

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Consultative Process
CI: The leader shares the problem with the relevant followers individually, getting their ideas and suggestions without bringing them together as a group. The leader makes the decision, which may or may not reflect followers influence. CII: Leader shares the problem with followers as a group, obtains ideas & suggestions, and makes decision.

Consultative Style
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A consultative style is appropriate when:

The leader has sufficient information, but employees demand participation to implement decision The leader has insufficient information, and employee consultation will help leader gather more information as well as develop commitment When followers generally agree with goals of the organization

Leader Participation Style (cont.)

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Group Process
GII: The leader shares the problem with followers as a group. Together they generate and evaluate alternatives and attempt to reach consensus.

Group DM Style
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A group-oriented decision style is appropriate when:

The leader does not have all the information

Quality is important, and Employee commitment is essential

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The Situational Leadership Theory, developed by Hersey and Blanchard, answers the following questions:
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Is there an optimum way for leaders to adjust their behavior with different followers and thereby increase their likelihood of success? If so, then what factors should the leader base his behavior on?

Situational Leadership
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The Contingency Model

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The Contingency Model, developed by Fiedler, recognizes that leaders have general behavioral tendencies and thereby specifies situations where certain leaders (or behavioral dispositions) may be more effective than others.

The Contingency Model Task-Motivated Leaders

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Draw self-esteem from completion of task Focuses on task first Can be hard with failing employees Considers competence of coworkers to be key trait Enjoys details

The Contingency Model Relationship Oriented Leader

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Draws self-esteem from interpersonal relationships

Focuses on people first

Likes to please others

Considers loyalty of coworkers to be key trait

Gets bored with details

Contingency Model Leadership Style

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Examples of Fiedlers bi-polar adjectives OpenGuarded Quarrelsome.Harmonious EfficientInefficient Self-assured Hesitant Gloomy.Cheerful

Contingency Model Situation

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Leader-member relations Task structure Position power

Contingency Model Interesting Implications

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Task-motivated leader & relationmotivated leader in highly favorable situation Task-motivated leader & relationmotivated leader in moderately favorable situation Task-motivated leader & relationmotivated leader in unfavorable situation

Tower Building Questions

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How did the group handle responsibilities of leadership and followership? Did you have sufficient time to carry out your plan? Did you plan for a time limit? Was there competition among groups? What were the characteristics of the followers? Describe the behaviors of each group member. What leadership style did leader(s) adopt? Was your group successful? By what criteria?

Learning Check
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If, as Fiedler suggests, training for improving leader skills is ineffective, what should be the focus of a leadership course?

Fiedlers Contingency Theory and the Interactional Framework

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Leader
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

Leadermember relations

Task structure Position Power

Followers

Situation

The Path-Goal Theory

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The Path-Goal Theory, the most sophisticated of the four contingency models, deals with expectancy, performance-to-outcome probabilities, and assigned valences or values to outcome.

The Path-Goal Theory

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According to P-G Theory, the leaders responsibility is to increase subordinates motivation to attain personal and organizational goals by either 1) clarifying the followers path to the rewards that are available or 2) increasing the rewards the follower values and desires.

The Path-Goal Theory

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The Path-Goal Theory Leader Behavior

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Supportive leadership Directive leadership Participative leadership Achievement-oriented leadership

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The Path-Goal Theory Situational Contingencies

Personal characteristics of followers The work environment

The Path-Goal Theory

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Path-Goal Theory and Interactional Framework

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Leader behavior: Directive, Supportive, Participative, Achievement-oriented Outcomes: Acceptance of leader Follower motivation Follower satisfaction

Traits Skills and abilities

Followers

expectations and work perceptions of own group abilities

Task characteristics Formal authority system

Situation

P-G Update
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In 1996, House reformulated the P-G Theory to include ten leader behaviors and their impact on subordinate empowerment, satisfaction, ability, performance, and work unit performance.

Twenty-six propositions are presented relating different types of leader behaviors and situational characteristics to individual and work outcomes.

P-G Update
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Houses new Leader behaviors include: Clarifying Achievement-oriented Work facilitation Interaction facilitation Group-oriented DM Participative Supportive Charismatic Shared leadership Representing and Networking

Learning Check
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The P-G theory suggests the leaders responsibility is to identify an individuals motivating factors and reward accordingly. What problems do you see with this individualized approach?