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
Situational Variables/3 FactorsSituational Variables/3 Factors
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
Situational Variables/3 FactorsSituational Variables/3 Factors
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
Situational Variables/3 FactorsSituational Variables/3 Factors
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
Think, Pair, ShareThink, Pair, Share
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
Think, Pair, ShareThink, Pair, Share
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.