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Presented by;

Team 4


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Contingency Theory Approach

Description Contingency theory is a leader-match theory

(Fiedler & Chemers, 1974)

Tries to match leaders to appropriate situations

Leaders effectivenessdepends on how wellthe leaders style fits the context

Fiedlers generalizations about which styles ofleadership are best and worst are based onempirically grounded generalizations


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The Fiedler Contingency Model

was created in the mid-1960s byFred Fiedler.

The model states that there is noone best style of leadership.Instead, a leader's effectiveness isbased on the situation.

This is the result of two factors

1.Leadership style2.Situational favorableness"

The Fiedler Contingency Model


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Fiedler believed that leadership style is fixed, and itcan be measured using a scale he developed called

Least-Preferred Co-Worker (LPC) Scale


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Leadership StylesLeadership 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) Scale

High LPCs = Relationship-motivatedLow LPCs = Task-motivated


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Unfriendly 1 2 3 4 5 6 7 8 FriendlyUnpleasant 1 2 3 4 5 6 7 8 PleasantRejecting 1 2 3 4 5 6 7 8 AcceptingTense 1 2 3 4 5 6 7 8 RelaxedCold 1 2 3 4 5 6 7 8 WarmBoring 1 2 3 4 5 6 7 8 InterestingBackbiting 1 2 3 4 5 6 7 8 LoyalUncooperative 1 2 3 4 5 6 7 8 CooperativeHostile 1 2 3 4 5 6 7 8 SupportiveGuarded 1 2 3 4 5 6 7 8 OpenInsincere 1 2 3 4 5 6 7 8 SincereUnkind 1 2 3 4 5 6 7 8 KindInconsiderate 1 2 3 4 5 6 7 8 ConsiderateUntrustworthy 1 2 3 4 5 6 7 8 TrustworthyGloomy 1 2 3 4 5 6 7 8 Cheerful

1 2 3 4 5 6 7 8

(LPC) Scale


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Lower Score Higher Score The type of leader

is task-orientedleaders ,Fiedlercalled these as

low LPC-leaders. He said that low

LPCs are veryeffective at

completing tasks. Relationship-

building is a lowpriority.

High LPCs focusmore on personalconnections, and

they're good atavoiding andmanagingconflict.Relationship-oriented leaders


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2.Situational Favorableness

This depends on threedistinct factors

Leader-MemberRelations.

TaskStructure

Leader'sPositionPower


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Situational Variables/3 FactorsLeader-Member Relations

- Refers to the group atmosphere and the degree of

confidence, loyalty, and attraction of followers forleader

Group atmosphere

Good high degree of subordinate trust,

liking, positive relationship Poor little or no subordinate trust, friction

exists, unfriendly


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Task StructureConcerns the degree to which

requirements of a task are clear andspelled out High Structure

requirements/rules - are clearly stated/known

path to accomplish - has few alternatives

task completion - can be clearly demonstrated

limited number - correct solutions exist


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Task Structure, contd.

Concerns the degree to which requirements

of a task are clear and spelled out Low Structure

requirements/rules - not clearly stated/known

path to accomplish - has many alternatives

task completion - cannot be clearlydemonstrated/verified

unlimited number - correct solutions exist


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Position PowerDesignates the amount of authority a

leader has to reward or punish followers Strong Power

authority to hire or fire, give raises in rank orpay

Weak Power

no authority to hire or fire, give raises in rankor pay


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3 Factors - determine the favorableness of varioussituations 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


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3 Factors - determine the favorableness of varioussituations in organizations

Situations that are rated: Most Favorable -

good leader-follower relations,

defined tasks (high structure), &

strong leader position power


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Applying the FiedlerContingency Model

Step 1:Identifyyourleadership style

Step 2:

Identifyyoursituation

Step 3:Determine

the mosteffectiveleadershipstyle


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Step 1: Identify your

leadership style

Rate yourexperience with thisperson using the

scale that is LPCscale.Higher score -Relationship-

focused.Lower score -Task-focused.

Step 2: Identify thesituation

3 questions:Are leader-memberrelations good or poor

in the team?Is the task isstructured, or is it moreunstructuredDo the leader have

strong orweak powerover in the team?


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Leader-

Member

Relations

Task StructureLeader's

Position Power

Most Effective

Leader

Good Structured Strong Low LPC

Good Structured Weak Low LPC

Good Unstructured Strong Low LPC

Good Unstructured Weak High LPC

Poor Structured Strong High LPC

Poor Structured Weak High LPC

Poor Unstructured Strong High LPC

Poor Unstructured Weak Low LPC

Step 3: Determine the mosteffective leadership style


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Criticisms

of theModel

Lack offlexibility.

An issue with the

Least-Preferred Co-Worker Scale .


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Developed by Robert House

A theory which describes:

How leaders can motivate their

followers to achieve group and

organizational goals and thekinds of behaviors leaders can

engage into motivate followers.


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Path-Goal Theory: Brief DescriptionIt is about how leaders motivate followers to accomplish

designated goals

The stated goal of leadership is to enhance employee performanceand employee satisfaction by focusing on employee motivation

Emphasizes the relationship between the leaders style andcharacteristics of the followers and the work setting

The leader must use a style that best meets the followersmotivational needs


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Guidelines for Path-Goal TheoryDetermine what outcomes subordinates are trying to obtain in theworkplace

Reward subordinates for performing at a high level or achievingtheir work goals by giving them desired outcomes

Make sure subordinates believe that they can obtain their workgoals and perform at a high level


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Leadership BehaviorsDirective leadership

Supportive Leadership

Participative Leadership

Achievement-Oriented Leadership

Note: House assumes leaders are flexible, can display any behaviors

depending on the situations


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Need for affiliation: prefer supportive leadership

Preferences for structure: prefer directive leadership

Desires of control: prefer participative leadership

Self-perceived level of task ability: prefer achievement orientated

leadership


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Path-Goal Theory


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Path Goal Variables and Predictions


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Path-Goal Theory

ProsHelps understand how leader behavior effects subordinates

satisfaction and work performance

Deals directly with motivation one of the only theories to

address this

Provides a very practical model make a clear path and follow it


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Path-Goal TheoryConsThis is a very complex theory that incorporates many aspects of

leadership

Research only partially supports the theory

Fails to explain adequately the relationship between leaderbehavior and subordinate motivation

Treats leadership as a one way street, places a majority of the

responsibility on the leader


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Characteristics of the Situation

Historically, researchers maintained that thesituation, not someones traits or abilities, plays themost important role in determining who emerges as a

leader. They also believed that leaders were made, notborn, and that prior leadership experience helpedforge effective leaders


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Recently : More recently, leadership theories have explored how

situational factors affect leaders behaviors. Forexample, a leaders behavior was said to be depend on

a leaders perceptions of several critical aspects of thesituation: rules and regulations governing the job; roleexpectations of subordinates, peers, and superiors; thenature of the task; and feedback about the

subordinates performance


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The Congruence Model Input, which consists of the environment, resources, and

history.

Processes, which consist of the work, people, formalorganization, and informal organization.

Output, which consists of the system, unit, and individual.


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Congruence Model The core of the Congruence Model has four

components:

the work, the people,

the formal organizational,

and the informal organization.


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The work is what is to be done by the organizationand its component parts.

The people refers to the leader and followers and theirskills, knowledge, experience, expectations, needs andpreferences.


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The formal organization addresses how the level ofauthority, organizational structure, organizational design,lateral interdependence, and organizational culture affect

leaders and followers behavior.

The informal organization refers to its culture (shared

backgrounds, norms, values, or beliefs.)


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Environmental characteristics Environmental characteristics concern situational

factors outside the task or organization that still affectthe leadership process.

These include :

technological,

economic,

political, social, and legal forces.


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SummaryAlthough leaders and followers behaviors are affected

by a variety of situational factors, all too often leadersand followers completely overlook how changing the

situation can help them to change their behavior. Themost important point regarding situationalengineering is to get leaders and followers tounderstand that the situation is not set in concrete,

and to think about how they can change the situationin order for everyone to be more satisfied andproductive.

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