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Leadership 201

Foundations of Leadership Studies

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Theoretical Perspectives on Leadership:

The Contingency/Situational Approaches

SituationalTheory

SituationalTheory

Path–GoalTheory

Path–GoalTheory

Contingency Model

Contingency Model

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Where Are We Now?

▼Trait theories

▼Behavioral theories

▼Situational/contingency theories

– Fiedler's Contingency Model

– Path-Goal Theory

– Hersey-Blanchard Situational Theory (next class)

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Fiedler's Contingency Theory of Leadership

▼ Leader Effectiveness = f (leader style, situation favorability)

– Group performance is a result of interaction of two factors.

• Leadership style

• Situational favorableness

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Leadership Style

▼Leadership Style

– This is the consistent system of interactions that takes place between a leader and work group.

– An individual's leadership style depends upon his or her personality and is, thus, fixed

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Least Preferred Coworker (LPC)

▼The least-preferred coworker (LPC) scale classifies leadership styles.

– Describe the one person with whom he or she worked the least well with.

– From a scale of 1 through 8, describe this person on a series of bipolar scales:

Unfriendly 1 2 3 4 5 6 7 8 Friendly

Uncooperative 1 2 3 4 5 6 7 8 Cooperative

Hostile 1 2 3 4 5 6 7 8 Supportive

Guarded 1 2 3 4 5 6 7 8 Open

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Leadership Styles

Relationship oriented:A high LPC score suggests that the leader has a human

relations orientation

Relationship oriented:A high LPC score suggests that the leader has a human

relations orientation

Task oriented:A low LPC score indicates a task orientation.

Task oriented:A low LPC score indicates a task orientation.

Fiedler's logic:Individuals who rate their least preferred coworker in a favorable light derive satisfaction out of interpersonal relationship; those who rate the coworker unfavorably

get satisfaction out of successful task performance

Fiedler's logic:Individuals who rate their least preferred coworker in a favorable light derive satisfaction out of interpersonal relationship; those who rate the coworker unfavorably

get satisfaction out of successful task performance

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Situation Favorability

▼Situation Favorability

– The degree a situation enables a leader to exert influence over a group

– The focus is on three key situational factors

• Leader-member relations

• Task structure

• Position power

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Situation Favorability

1. Leader-member relations: The degree to which the employees accept the leader

1. Leader-member relations: The degree to which the employees accept the leader

2. Task structure: The degree to which the subordinates jobs are

described in detail

2. Task structure: The degree to which the subordinates jobs are

described in detail

3. Position power: The amount of formal authority the leader possesses by virtue of his or her position in the organization.

3. Position power: The amount of formal authority the leader possesses by virtue of his or her position in the organization.

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When to Use Which Style??

Low LPCs

High LPCsLowLPCs

Leader-MemberRelations

Task Structure

Position Power

PreferredLeadershipStyle

Contingency Model

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Strong

2

Weak

High

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Strong

4

Weak

Low

Good

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Strong

6

Weak

High

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Strong

8

Weak

Low

Poor

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Fielder’s Contingency Model

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Implications

▼ 1. The favorableness of leadership situations should be assessed

▼ 2. Candidates for leadership positions should be evaluated using the LPC scale

▼ 3. If a leader is being sought for a particular leadership position, a leader with the appropriate LPC profile should be chosen

▼ 4. If a leadership situation is being chosen for a particular candidate, a situation should be chosen which matches his/her LPC profile

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House & Mitchell’s Path–Goal Theory

Leadership style is effective on the basis ofLeadership style is effective on the basis ofhow successfully leaders support theirhow successfully leaders support their

subordinates’ perceptions of: subordinates’ perceptions of:

Goals that need to be achieved

Rewards for successful performance

Behaviors that lead to successful performance

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House & Mitchell’s Path–Goal Theory

Leaders can influence subordinates’ motivation by:

1. Teaching employees competencies needed

2. Tailoring rewards to meet employees’ needs

3. Acting to support subordinates’ efforts

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Assumptions of Path–Goal Theory

1. A leader’s behavior is acceptable and satisfyingto subordinates to the extent that they view it as either an immediate source of satisfaction or as an instrument to some future satisfaction.

2. A leader’s behavior will increase subordinates’ efforts if it links satisfaction of their needs to effective performance and supports their efforts to achieve goals.

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Path–Goal Theory Leadership Behavior

Instrumental behavior(task-oriented)

Instrumental behavior(task-oriented)

Supportive behavior(employee-oriented)Supportive behavior(employee-oriented)

Achievement-oriented behavior(employee-oriented)

Achievement-oriented behavior(employee-oriented)

Participative behavior(employee-oriented)

Participative behavior(employee-oriented)

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Path–Goal Theory Situational Factors

Personal characteristics of subordinatesPersonal characteristics of subordinates

Work environmentWork environment

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Path–Goal Theory Situational Factors

Personal Characteristics of SubordinatesPersonal Characteristics of Subordinates

AbilitiesAbilities

Self-ConfidenceSelf-Confidence Personal Needsand MotivationsPersonal Needsand Motivations

Perception ofLeaders

Perception ofLeaders

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Path–Goal Theory Situational Factors

Work EnvironmentWork Environment

Exercise ofPower

Exercise ofPower

Culture andSubculture

Culture andSubculture

Policies and RulesPolicies

and RulesStructure of Tasks

Structure of Tasks

ManagementPhilosophy

ManagementPhilosophy

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Choosing a Leadership Style

▼Leaders need to choose a leadership style that best fits the needs of subordinates and the task they are doing.

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Path-Goal Theory

T a sk C h ara c te ris t ics

S u b ord in a te C h ara c te ris t ics

L e a de r B e h av io rsDirective, Supportiv e

Partic ipative, Ach ievem ent O riente d

Subordinates Goals/ProductivityMotivation

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Applying Fiedler’s Contingency Theory

▼Fill out the LPC

– Determine whether you are task or relationship oriented.

▼Think of a leadership situation in which you were not optimally effective and/or one in which you excelled

– Evaluate the situation(s)

– Does your experience support Fiedler’s theory?

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Contingency theory: Strengths

▼Supported by a lot of empirical research

▼Looks at the impact of the situation on leaders

▼ It is predictive

▼ It does not require that people be effective in all situations

▼ It provides a way to assess leader style that could be useful to an organization

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Contingency Theory: Weaknesses

▼Black box: Why?

▼There is some doubt whether the LPC is a true measure of leadership style

▼ It is cumbersome to use

▼Doesn't explain what to do when there is a mismatch between style and situation

▼Other situational variables, like training and experience, have an impact in a leader's effectiveness

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Path Goal Theory: Strengths

▼ It specifies four conceptually distinct varieties of leadership

▼Explains how task and subordinate characteristics affect the impact of leadership

▼The framework provided in path-goal theory informs leaders about how to choose an appropriate leadership style.

▼ It attempts to integrate the motivation principles into a theory of leadership.

▼Provides a practical model

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Path Goal Theory: Weaknesses

▼ It is very complex.

▼ It has received only partial support from the many empirical research studies that have been conducted to test its validity.

▼ It fails to explain the relationship between leadership behavior and worker motivation.

▼This approach treats leadership as a one-way event-the leader affects the subordinate.