Chapter 8Contingency Theories of Effective Leadership

LPC Contingency Model

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The Path-Goal Theory of LeadershipCAUSAL VARIABLES

Leader behaviorINTERVENING VARIABLES

Subordinate expectancies and valencesEND-RESULT VARIABLES

Subordinate effort and satisfaction SITUATIONAL MODERATOR VARIABLES

Characteristics of task and environment Characteristics of subordinatesFIGURE 8-2: Causal relationships in Path-Goal Theory of Leadership

Leadership Substitutes TheorySubordinate CharacteristicsTask CharacteristicsOrganization Characteristics

The Multiple Linkage ModelTask commitmentAbility and role clarityOrganization of the workCooperation and mutual trustResources and supportExternal coordination

Cognitive Resources Theory SOCIAL STRESS FOR LEADERLEADER INTELLIGENCE

LEADER EXPERIENCEDECISIONQUALITYFIGURE 8-6: Primary Causal Relationships in the Cognitive Resources Theory

General Evaluation of Contingency TheoriesLeader TraitsLeader BehaviorSituational VariablesIntervening VariablesValidation Results

Applications: Guidelines for ManagersUse more planning for a long, complex task.Consult more with people who have relevant knowledge.Provide more direction to people with interdependent roles.Provide more direction and briefings when there is a crisis.

Applications: Guidelines for ManagersMonitor a critical task or unreliable person more closely.Provide more coaching to an inexperienced subordinate.Be more supportive to someone with a very stressful task.

SummaryThe LPC contingency model deals with the moderating influence of three situational variables on the relationship between a leader trait (LPC) and subordinate performance.The path-goal theory examines how aspects of leader behavior influence subordinate satisfaction and motivation.

SummaryLeadership substitutes theory identifies aspects of the situation that make leadership behavior redundant or irrelevant.The multiple-linkage model describes how a leader can influence intervening variables to improve group effectiveness.

SummaryCognitive resources theory examines the conditions under which cognitive resources such as intelligence and experience are related to group performance.

Charismatic LeadershipMay the force be with you

Chapter GoalsThe goal of this chapter is to define charismatic leadership, review the research findings on charismatic leadership, and review two of the more-popular transformational leadership theories.

Max WeberThe most important early research on charismatic leadership was completed by Max Weber, who maintained that societies could be identified in terms of one of three types of authority systems: traditional, legal-rational, and charismatic.

Traditional Authority SystemThe traditions and unwritten laws of the society dictate who has authority and how this authority can be used.

Legal-Rational Authority SystemAuthority derives from societys belief in the laws that govern it.

Charismatic Authority SystemAuthority stems from the societys belief in the exemplary characteristics of the leader.

Theory of Transformational and Transactional LeadershipJames McGregor Burnss Theory of Transformational and Transactional Leadershipfocused on the differences between power versus leadership and charismatic versus non-charismatic leadership

Theory of Transformational and Transactional Leadership believed that leadership could take one of two forms: transactional leadership or transformational leadershipmaintained that power and leadership were two distinct entitiesCont.

Transformational LeadershipTransformational leaders use idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation, while transactional leaders use contingent reward, and active and passive management by exception.

Common Characteristics of Charismatic and Transformational LeadershipVisionRhetorical skills Image and trust buildingPersonalized leadership

Follower CharacteristicsIdentification with the Leader and the VisionHeightened Emotional LevelsWilling Subordination to the LeaderFeelings of Empowerment

Situational CharacteristicsCrisesTask InterdependenceInnovationMore Receptive to ChangeOrganizational Downsizing

Basss Theory of Transformational and Transactional Leadership Transformational leaders possess charismatic-leader characteristics (vision, rhetorical skills, etc.).Transactional leaders do not possess these leader characteristics, nor are they able to develop strong emotional bonds with followers or inspire followers to do more than they thought they could. Instead, transactional leaders motivate followers by setting goals and promising rewards for desired performance.

Perspectives on CharismaThe Sociological Approach1. Extraordinary, almost magical talents2. Crisis situation3. Radical vision4. Followers5. Validation of leader through repeated success

Guidelines for Transformational LeadershipArticulate a clear and appealing vision.Explain how the vision can be attained.Act confident and optimistic.Express confidence in followers.Use dramatic, symbolic actions to emphasize key values.Lead by example.Empower people to achieve the vision.

Perspectives on CharismaThe Psychoanalytic ApproachIntense attractionRegressionTransferenceProjection

What does this say for the followers and for positive leaders?

Perspectives on CharismaThe Political ApproachTypes of charismatic leaders:Charismatic giantsCharismatic luminariesCharismatic failuresCharismatic aspirants

Perspectives on CharismaCharismatic leaders increase their power:Cultural mythsPublic addressConcentric circles

Perspectives on CharismaThe Behavioral ApproachLeader behaviorsLeader-follower relationsThe situation

Perspectives on CharismaThe Attribution Approach1. Possess a vision that is unique, but attainable2. Act in an unconventional, counter-normative way3. Personal commitment & risk4. Confidence & expertise5. Personal Power

Perspectives on CharismaThe Communication ApproachRelationship buildersVisionariesInfluence agents

Perspectives on CharismaThe Dark SideDifferences in:PowerVisionRelationship to followersCommunicationEthics & Morals

The Dark Side at WorkFailures of visionMisarticulation of goalsPoor management

Who are the charismatic leaders we can agree on?