10 th contingency

8/12/2019 10 Th Contingency

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1

The leader

(trait, style, behavior,vision, charisma)

The task

(from holistic toreductionism,needing discretion ordirection)The led (follower)

(motivations, readiness,attitudes)

The organization

(structural, political, moral purpose)


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Contingency Theory of Leadership Contingency theory of leadership

assumes that there is no one best way

to lead. Effective leadership depends onthe leaders and followerscharacteristics as well as other factors

in the leadership situation.


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Central Features of the Contingency

Theory of Leadership Best way: there is no one best way to lead.

Leadership style: Different leadership styles

are appropriate for different situations. Middle ground: The contingency theory

stresses the views that (a) there is somemiddle ground between the existence of

universal principles of leadership that fit allsituations and (b) each situation is uniqueand therefore must be studied and treated asunique.


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Central Features of the Contingency

Theory of Leadership (Cont.)

Focus: The contingency theories of leadershipwe studied focus on three variables: (a)

leaders style; (b) followers motivation andskill; and (c) the nature of the task.

Adaptability of leadership style: For anindividual leader, this theory assumes that

leadership is changeable and should bevariable for different situations.


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Tannenbaum-Schmidts Continuum of

Leader Behavior(Democratic) (Authoritarian)]

Relationships Oriented Task Oriented

Area of Freedom for

Subordinates

Sou

rce

of

Au

thority

Leaderpermitssubordinatesto functionwithin limitsdefinedby superior

Leaderdefineslimits;asks groupto make

decision

Leaderpresentsproblem,getssuggestions,and makesdecision

Leaderpresentstentativedecisionsubject

to change

Leaderpresentsideaandinvitesquestions

Leadersellsdecision

Leadermakesdecisionandannounceit


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The Leadership GridHigh 1,9 9,9

Country Club Management Team Management

8 Thoughtful attention to the needs Work accomplishment is from

of the people for satisfying committed people;

7 relationships leads to a interdependence through a

comfortable, friendly organization common stake in organization6 atmosphere and work tempo purpose leads to relationships of

trust and respect

Middle-of-the-road Management

5 5,5

Adequate organization performance is possible through

4 balancing the necessity to get work out while

maintaining morale of people at a satisfactory level.

3 Impoverished Management Authority-Compliance ManagementExertion of minimum effort to get required Efficiency in operations results from arranging

2 work done is appropriate to sustain conditions of work in such a way that human

organization membership. elements interfere to a minimum degree

1 1,1 9,1

Low 1 2 3 4 5 6 7 8 9

Low Concern for Results High

ConcernforPeople


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Fiedlers Leadership Contingency Model

Task-oriented style Relationships-oriented Task-oriented style

considerate style

Favorable leadershipsituation

Situation intermediatein favorable lenses for

leader

Unfavorable leadershipsituation


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Fiedlers Leadership Contingency Model (Cont.)Leaders Motivational Situational Favorableness Outcome

System

Major variables 1. Leader-MemberIn Fiedlers Relationships

Contingency Leadership Style 2. Task Structure Effectiveness

Theory 3. Leaders Position

Power


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Fiedlers Leadership Contingency Model(Cont.)

Synthesis of the Fiedler Contingency Model

Performance Task-oriented

Good Relationship-oriented

Poor Favorable Moderate Unfavorable

Category I II III IV V VI VII VIII

Leader- member Good Good Good Good Poor Poor Poor Poor

relations

Task structure High High Low Low High High Low Low

Position power Strong Weak Strong Weak Strong Weak Strong Weak

Source: Stephen P. Robbins, Organizational Behavior, 6thed. (Englewood Cliffs, N. J.: Pre-

Tice Hall, 1993), P. 375.


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Vroom-Yettens Contingency ModelFigure 5-5 Schematic representation of variables used in leadership researchReprinted from Leadership and Decision-Making by Victor H. Vroom and Philip W. Yetton by permission of the

University of Pittsburgh Press. 1973 by University of Pittsburgh Press

Situational variables (1) Organizational (4)

effectiveness

Leader behavior(3)

Personal attributes(2) Situational variables(1a)

Is there a Do I have Is the Is acceptance Do subordinates Is conflictquality re- sufficient problem of decision share the organ- among subor-

quirement such information structured? by subordinates izational goal dinates likely

that one solu- to make a critical to to be obtained in preferred

tion is likely high quality effective im- in solving this solutions?to be more decision? plementation? problem?

rational than

another?

A B C D E F


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House-Mitchells Path-Goal Theory

Causal Variables Moderator Variables Outcome Variables

Leader Behavior Subordinate Characteristics Satisfaction

Directive Ability Motivation

supportive Locus of Control Effortparticipative Needs and Motives Performance

Relationship of Achievement-Oriented Environmental Forces

Variables in the The task

Path-Goal Theory Work Group

Authority System


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House-Mitchells Path-Goal TheoryFigure 2.4 Houses Path-Goal Theory

Situations Leadership Leadership

style Actions

Ambiguous Directive Guidance

Roles Procedures

Stressful Welfare,

Boring Tasks Supportive Supportive

Climate

Leaders Goal

Accomplishment

Competent Achievement Challenging

Subordinates Oriented Goals and

StandardsUnstructured Participation

Tasks Participative in Decision

Making

Path Goal


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Blanchard and Herseys Theory of Situational

Leadership

Task Behavior---The extent to which the leader engages in defining roles istelling what, how, when, where, and if more than one person who is todo what in:

Goal-setting

Organizing Establishing time lines

Directing

Controlling

Relationship BehaviorThe extent to which a leader engages in two-way(multi-way) communication, listening, facilitating behaviors, andproviding socioemotional support

Giving support

Communicating

Facilitating interactions

Active listening

Providing feedback


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Leadership (Cont.)

Decision Styles

1. Leader-made decision

2. Leader-made decision with Dialogue and/orExplanation

3. Leader/follower made decision or follower-

made decision with encouragement fromleader

4. Follower-made decision


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Leadership (Cont.)Leadership Behavior

S3(Participation) S2(Selling)(High) Share ideas and facilitate Explain decision and

in decision making provide opportunity

for clarification

High relationship High Task

Low task High Relationship

Low relationship High task

low task Low relationship

S4 (Delegating) S1(Telling)Turn over responsibility Provide specific

for decisions and instructions and closely

(Low) implementation supervise performance

(Low) Task Behavior (High)(Directive Behavior)

RelationshipBehavior

(Supportive

Behavior)


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Leadership (Cont.)

Ability: has the necessary knowledge, experience, and skill

Willingness: has the necessary confidence, commitment, motivation

Follower Readiness

High Moderate Low

R4 R3 R2 R1Able and Able but Unable but Unable and

Willing Unwilling Willing Unwilling

or Confident or Insecure or Confident or Insecure

Follower Directed Leader Directed

When a leader behavior is used appropriately with its corresponding level of readiness, it istermed a High Probability Match. The following are descriptors that can be useful when

using situational leadership for specific applications.S1 S2 S3 S4

Telling Selling Participating Delegating

Guiding Explaining Encouraging Observing

Directing Clarifying Collaborating Monitoring

Establishing Persuading Committing Fulfilling


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Table 2.3

Contingency and Situational Theories and Models

Theories Situational Variables Leadership StylesFiedlers Contingency Theory The Quality of leader-subordinates relations Task-oriented

The leaders position power Relationship-oriented

The degree of task structure

Houses Path-Goal Theory The subordinates Directive, Supportive

The environment Participative, Achievement-oriented

Hersey and Blanchards Subordinated maturity Telling, Sharing, Participating,Situational Leadership Delegating

Theory

Blake and Moutons All situations Five styles

Leadership Grid

Vroom and Yettons Decision quality importance AI (you solve the problem)

Decision Model Leaders possession of relevant information AII (obtain info, then solve the prob.)

Degree of structure contained in problem CI (share with individual followers, obtain

Importance of subordinates acceptance of info, you decide)

the decision

Probability that subordinates will accept the CII (share with followers as a group,

leaders decision obtain collective info, you decide)

The importance of shared purpose and goals GII (share the problems with followers as a

The amount of conflict among subordinates group, decide together)


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An overview of research Ultimately, all studies which inquire into the relationship

between leadership effectiveness, on one hand, and otherfactors, on the other, belong to the category of contingency

theory of leadership. Quantitative methods are used in this line of research.

This line of research will

continue. What we need

is a more comprehensive

model to synthesize

the research.


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Questions for discussion

To what extent do you identify with thecontingency of leadership? Why?

What is the implication for leadership ifwe view from the contingencyperspective?

In your judgment, what are thestrengths and limitations of thecontingency theory of leadership?


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Contributions of the Contingency Theory of

Leadership

It moves beyond the assumption of the bestway to lead and indicates that the

effectiveness of leadership is the matchbetween leaders style and situational factors.It is an optimistic approach.

It provides a useful framework to synthesize

the research on leadership.


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Criticism of Blanchard and Herseys Situational

Model (Bolman & Deal, 1991, pp. 419-420) It fails to distinguish between support for a person and support

for specific actions. (Does it mean that When children areunmotivated and unskilled, parents and teachers should provide

high discretion and low support until they shape up?) It oversimplifies the options available to leaders and the range

of situations that leaders encounter.

It also neglects the Pygmalion effect (the self- fulfillingprophecy).

It makes an illusory promise to make leaders lives lessconfusing and perplexing, and has come to become a secularreligion in leadership theory.


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A Joke: Do we use the model? A major corporation was developing a new

management training program for a group of some2,000 technical managers. A task force with

representatives from two divisions in the companycame together to decide what should be taught. Therepresentatives from division A had participated inManagerial Grid seminars. They know in their heartsthat the grid was the one best way and that it should

be the foundation of the seminar. The managers indivision B had attended situational managementseminars, and their faith in the situational model wasequally unshakable.


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A Joke: Do we use the model? (cont.) Initially, the two sides engaged in polite talk and rational

argument. When that failed, the conversation gradually becamemore heated. Eventually, the group found itself hopelesslydeadlocked. An outside consultant came in to mediate the

dispute. She listened while the representatives from eachdivision reviewed the conversation. The consultant then said tothe group, Im impressed by the passion on both sides. Imcurious about one thing. If you all believe so deeply in thesemodels and if it makes a difference which models someonelearns, why cant I see any difference in the behavior of the twogroups? Stunned silence fell over the room. Finally onemember said, You know, I think hes right. We dont use thedamn models, we just preach them. That was the end of theimpasse.

10 th contingency

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