Fiedler's contingency leadership model determines if a leader's style is

Chapter 4

Contingency Leadership Theories

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Learning Objectives

Distinguish between leadership theories and leadership models
Understand Global Contingency Leadership
Describe Fiedler’s Contingency Leadership Model
Understand the least preferred co-worker scale
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Learning Objectives

Understand the concept of situational favorableness and how it applies to Fiedler’s Contingency Leadership Model
Describe the Leadership Continuum Model
Describe the Path-Goal Leadership Model
Describe the Normative Leadership Model
Distinguish between the characteristics of the Time-Driven and Development-Driven Models
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Learning Objectives

Describe Hersey’s Situational Leadership Model
Distinguish between Prescriptive and Descriptive Models
Describe Substitutes for Leadership Theory
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A leadership theory is an explanation of some aspect of leadership, which is used to better understand, predict, and control successful leadership

A leadership model is an example for emulation (application) or use in a given situation

Leadership Theories vs.
Leadership Models

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Contingency Leadership Theories

Attempt to explain the appropriate leadership style based on the leader, followers, and situation

Global contingency leadership

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Is used to determine if a person’s leadership style is task- or relationship-oriented, and if the situation (leader–member relationship, task structure, and position power) matches the leader’s style to maximize performance

Fiedler’s Contingency Leadership Model

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Determine whether your dominant leadership style is task-oriented or relationship-oriented by completing the least preferred coworker (LPC) scales

Leadership Style and the Least Preferred
Co-Worker Scale (LPC)

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Refers to the degree to which a situation enables the leader to exert influence over the followers

The more control the leader has over the followers,, the more favorable the situation is for the leader

Leader-member relations

Task structure

Position power

Situational Favorableness

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Fiedler Contingency Leadership Model

If the manager’s LPC leadership style matches the situation, the manager does nothing. If the LPC leadership style does not match the situation, the manager changes the situation to match his or her LPC leadership style.

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Is used to determine which one of seven styles to select, based on one’s use of boss-centered versus subordinate-centered leadership, to meet the situation (boss, subordinates, situation) in order to maximize performance

Leadership Continuum Model

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The leader’s personality and behavioral preferred style is considered in selecting a leadership style

Is based on:

Experience

Expectations

Values

Background

Knowledge

Feeling of security

Confidence in the subordinates

Leadership Continuum Model Variables: Boss

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Leadership Continuum Model Variables: Subordinates

The followers’ preferred style for the leader is based on:

Personality

Behavior

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The environmental considerations are considered in selecting a leadership style

Includes the organization’s:

Size

Structure

Culture

Goals

Technology

Time

Leadership Continuum Model Variables: Situation

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1.

Leader makes decision and announces it to followers individually or in a group

without discussion.

2.

Leader makes decision and convinces followers that it is a good idea.

3.

Leader presents decision and ask if there are any questions.

4.

Leader presents tentative decision subject to change based on input.

5.

Leader states the situation, asks for a recommended decision, then makes the decision.

6.

Leader lets followers make a decision within set limits.

7.

Leader allows followers to make ongoing decisions.

Autocratic Style

Participative Style

Tannenbaum and Schmidt’s Leadership Continuum Model

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Is used to select the leadership style (directive, supportive, participative, or achievement-oriented) appropriate to the situation (subordinate and environment) to maximize both performance and job satisfaction

Path-Goal Leadership Model

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Motivation is increased by:

Clarifying the follower’s path to the rewards that are available

Increasing the rewards that are valued and wanted by the followers

Path-Goal Leadership Model

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Situational Factors

Subordinate

Authoritarianism

Locus of control

Ability

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Situational Factors (cont.)

Environment

Task structure

Formal authority

Work group

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Leadership Styles

Directive

The leader provides high structure

Is appropriate when:

The followers want authority leadership

The followers have external locus of control

Follower ability is low

The environmental task is complex or ambiguous

Formal authority is strong

The work group provides job satisfaction

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Leadership Styles (cont.)

Supportive

The leader provides high consideration

Is appropriate when:

The followers do not want authority leadership

The followers have internal locus of control

Follower ability is high

The environmental tasks are simple

Formal authority is weak

The work group does not provide job satisfaction

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Leadership Styles (cont.)

Participative

The leader includes employee input into decision making

Is appropriate when:

Followers want to be involved

Followers have internal locus of control

Follower ability is high

The environmental task is complex

Authority is either strong or weak

Job satisfaction from coworkers is either high or low

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Leadership Styles (cont.)

Achievement-oriented

The leader provides both high directive (structure) and high supportive (consideration) behavior

Is appropriate when:

Followers are open to autocratic leadership

Followers have external locus of control

Follower ability is high

The environmental task is simple

Authority is strong

Job satisfaction from coworkers is either high or low

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Has a time-driven and development-driven decision tree

Enables a user to select one of five leadership styles (decide, consult individually, consult group, facilitate, and delegate) appropriate for the situation (seven questions/variables) to maximize decisions

Normative Leadership Model

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Normative Leadership Model Variables Within
the Contingency Leadership Framework

FOLLOWERS LEADER SITUATION

Development-Driven 3. Leader Expertise Time-Driven

Decision Model Decision Model

2. Importance of commitment 1. Decision significance

4. Likelihood of commitment

5. Group support for objectives

6. Group expertise

7. Team competence

LEADERSHIP STYLES

Decide (Directive)

Consult individually

Consult group

Facilitate

Delegate

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Focus

The model is concerned with making effective decisions with minimum costs

Time is costly, as it takes longer for groups to make decisions that the leader alone

Value

Value is placed on time

No value is placed on follower development

Orientation

The model has a short-term horizon

Characteristics of the
Time-Driven Model

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Focus

The model is concerned with making effective decisions with maximum development of followers

Follower development is worth the cost

Value

Value is placed on follower development

No value is placed on time

Orientation

The model has a long-term horizon, as development takes time

Characteristics of the
Development-Driven Model

Hersey’s Situational Leadership Model

Leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers

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Hersey’s Situational Leadership Model

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Prescriptive:

Tell users exactly which style to use in a given situation

Descriptive:

Identify contingency variables and leadership styles without directing which style to use in a given situation

Prescriptive and Descriptive Models

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There are factors outside the leader’s control that have a larger impact on outcomes than do leadership actions

Include characteristics of the followers, task, and organization that replace the need for a leaders or neutralize leader’s behavior

Leadership Substitutes Theory