Leadership.ppt

Chapter Five

Contingency and Situational Leadership

Copyright © Houghton Mifflin Company. All rights reserved. 5–2

Learning Objectives

• Describe how the situation influences the choice of leadership objectives.

• Present an overview of the contingency theory of leadership effectiveness.

• Explain the path-goal theory of leadership effectiveness.

• Explain Situational Leadership® II (SLII).


Learning Objectives (cont’d)

• Use the normative decision model to determine the most appropriate decision-making style in a given situation.

• Explain the cognitive resource theory as a contingency approach.


Leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics.

Contingency Approach



Fiedler’s Contingency Theory

• The best style of leadership is determined by situational factors

• Leadership style may be relationship-motivated or task-motivated

• Leadership style is relatively enduring and difficult to change

• Leaders should be matched to situations according to their style


Least Preferred Coworker (LPC)

• The LPC scale measures the degree to which a leader describes favorably or unfavorably an employee with whom he or she could work least well

• A relationship-motivated leader tends to describe their LPC in favorable terms

• A task-motivated leader tends to describe their LPC in an unfavorable manner


Measuring the Situation

• Leadership situations are classified as high, moderate, or low control

• More controllable situations are viewed as more favorable for the leader

• Control is determined by three dimensions:– Leader-member relations– Task structure– Position power


Figure 5-1 Summary of Findings From Fiedler’s Contingency Theory


Evaluation of Fiedler’s Contingency Theory

• Fiedler’s work prompted others to conduct studies about the contingency nature of leadership.

• The model has alerted leaders to the importance of sizing up the situation to gain control.

• However, contingency theory is too complicated to have much of an impact on most leaders.


Path-Goal TheoryDeveloped by Robert House

• Specifies what the leader must do to achieve high productivity and morale in a given situation

• Based on expectancy theory of motivation• The manager should choose a leadership

style that takes into account the characteristics of group members and the demands of the task


Figure 5-2 The Path-Goal Theory of Leadership


Path-Goal Theory: Matching the Leadership Style to the Situation

• Two sets of contingency factors:– Type of subordinates determined by locus of

control and self-efficacy– Type of work subordinates perform

• Factors influencing job satisfaction and task accomplishment:– Group members’ tasks– Authority system of the organization– The work group


Situational Leadership II (SLII)Developed by Kenneth H. Blanchard

and others• Explains how to match leadership style to the

capabilities of group members on a given task• SLII is designed to increase the frequency

and quality of conversations about performance and professional development between managers and group members so that competence is developed, commitment takes place, and turnover among talented workers is reduced


Figure 5-3 Situational Leadership II (SLII)



Views leadership as a decision-making process in which the leader determines which decision-making style will be the most effective by examining certain factors within the situation

Normative Decision Model


The Normative Model: Five Decision-Making Styles

• Decide – Leader makes decision alone• Consult (individually) – Leader makes

decision after consulting group members• Consult (group) – Leader makes decision

after meeting with the group• Facilitate – Leader defines the problem and

decision boundaries• Delegate – Leader permits the group to make

the decision


Contingency Leadership inthe Executive Suite

• Five approaches successful CEOs use based on assessments of their companies’ needs:– Strategic– Human assets– Expertise– Box– Change agent


Crisis Leadership Attributes

• Be decisive

• Lead with compassion

• Reestablish the usual work routine

• Avoid a circle-the-wagons mentality

• Display optimism

• Be a transformational leader


Summary

• Leaders are more effective when they make their behavior contingent upon situational factors

• Fiedler’s contingency theory proposes that the best style of leadership is determined by situational factors such as leader-member relations, task structure, and position power

• High- and low-control situations are best suited for task-motivated leadership


Summary (cont’d)

• Moderate-control situations are best suited for relationship-motivated leadership

• The path-goal theory of leadership effectiveness specifies the best leadership style based on the characteristics of the group members and the tasks

• The four styles in path-goal theory are directive, supportive, participative, and achievement-oriented


Summary (cont’d)

• The situational leadership model explains how to match leadership style to the readiness of group members

• The normative decision model explains leadership as a decision-making process

• Cognitive resource theory describes how a leader’s intelligence and experience can influence performance under conditions of stress


Summary (cont’d)

• Successful CEOs assess their companies’ needs, then adapt their leadership style to fit

• Leading through a crisis is a form of contingency leadership

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Leadership.ppt

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