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CH 03

This chapter discusses contingency approaches to leadership that focus on how leadership styles are dependent on situational factors like the followers and the task. It introduces several contingency models: - Fiedler's contingency model matches leader style to whether a situation is task-oriented or relationship-oriented. - Hersey and Blanchard's situational theory proposes different leadership styles based on followers' readiness levels. - Path-goal theory aims to clarify paths to goals and rewards to motivate followers. - Vroom-Jago's model varies levels of follower participation in decisions based on the situation. The chapter also discusses how situational variables can substitute for or neutralize the need for leadership.

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Sidra Khan
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67 views14 pages

CH 03

This chapter discusses contingency approaches to leadership that focus on how leadership styles are dependent on situational factors like the followers and the task. It introduces several contingency models: - Fiedler's contingency model matches leader style to whether a situation is task-oriented or relationship-oriented. - Hersey and Blanchard's situational theory proposes different leadership styles based on followers' readiness levels. - Path-goal theory aims to clarify paths to goals and rewards to motivate followers. - Vroom-Jago's model varies levels of follower participation in decisions based on the situation. The chapter also discusses how situational variables can substitute for or neutralize the need for leadership.

Uploaded by

Sidra Khan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Chapter 3

Contingency Approaches

Chapter Objectives
Understand how leadership is often contingent on people
and situations.
Apply Fiedlers contingency model to key relationships
among leader style, situational favorability, and group task
performance.
Apply Hersey and Blanchards situational theory of leader
style to the level of follower readiness.
Explain the path-goal theory of leadership.
Use the Vroom-Jago model to identify the correct amount of
follower participation in specific decision situations.
Know how to use the power of situational variables to
substitute for or neutralize the need for leadership.

Ex. 3.1 Comparing the Universalistic


and Contingency Approaches to
Leadership
Universalistic
Approach

Leadership
Traits/behaviors

Outcomes
(Performance, satisfaction,
etc.)

Leader

Contingency
Approach

Followers

Style
Traits
Behavior
Position
Needs
Maturity
Training
Cohesion

Task
Structure
Systems
Env.

Outcomes
(Performance, satisfaction,
etc.)

Situation

Contingency Approaches
Contingency approaches:
approaches that seek to delineate the
characteristics of situations and
followers and examine the leadership
styles that can be used effectively

Fiedlers contingency model: a


model designed to diagnose whether a
leader is task-oriented or relationshiporiented and match leader style to the
situation

Ex. 3.2 Metacategories of Leader


Behavior and Four Leader Styles

TASK
BEHAVIOR

High

High Task-Low
Relationship

High Task-High
Relationship

Low Task-Low
Relationship

High Relationship
-Low Task

Low
Low

RELATIONSHIP BEHAVIOR

High

Situational Theory
Hersey and Blanchards extension
of the Leadership Grid focusing on
the characteristics of followers as
the important element of the
situation, and consequently, of
determining effective leader
behavior

Ex. 3.4 Hersey and Blanchards


Situational Theory of Leadership
Follower Characteristics

Appropriate Leader Style

Low readiness level

Telling (high task-low relationship)

Moderate readiness level

Selling (high task-high relationship)

High readiness level

Participating (low task-high rel.)

Very high readiness level

Delegating (low task-low relationship)


7

Path-Goal Theory
A contingency approach to
leadership in which the leaders
responsibility is to increase
subordinates motivation by
clarifying the behaviors necessary
for task accomplishment and
rewards

Ex. 3.5 Leader Roles in the PathGoal Model Increase Rewards


Path Clarification
Leader defines what follower
must do to attain work
outcomes

Leader learns followers


needs

Leader clarifies followers


work role

Leader matches followers


needs to rewards if work
outcomes are accomplished

Follower has increased


knowledge & confidence to
accomplish outcomes

Leader increases value of


work outcomes for follower

Follower displays increased effort and


motivation
Organizational work outcomes are
accomplished

Ex. 3.6 Path-Goal Situations and


Preferred Leader Behaviors
Situation

Leader Behavior

Impact on Follower

Followers lack
self-confidence

Supportive
Leadership

Ambiguous job

Directive
Leadership

Lack of job
challenge

AchievementOriented
Leadership

Set and strive for


high goals

Participative
Leadership

Clarifies followers
needs to change
rewards

Incorrect
reward

Outcome

Increases confidence
to achieve work
outcomes

Clarifies path to
reward

Increased
effort;
improved
satisfaction
and
performance

10

The Vroom-Jago Contingency


Model
A contingency model that
focuses on varying degrees of
participative leadership, and how
each level of participation
influences quality and
accountability of decisions

11

Ex. 3.7 Five Leader Decision Styles

Area of Freedom for Group


Area of Influence by Leader

Decide

Consult
Individually

Consult
Group

Facilitate

Delegate

12

Substitute and Neutralizer


Substitute: a situational
variable that makes
leadership unnecessary
or redundant

Neutralizer: a situational
characteristic that
counteracts the leadership
style and prevents the
leader from displaying
certain behaviors
13

Ex. 3.10 Substitutes and


Neutralizers for Leadership
Variable

Task-Oriented
Leadership

People-Oriented
Leadership

Organizational
variables

Group cohesiveness
Formalization
Inflexibility
Low positional power
Physical separation

Substitutes for
Substitutes for
Neutralizes
Neutralizes
Neutralizes

Substitutes for
No effect on
No effect on
Neutralizes
Neutralizes

Task
characteristics

Highly struct. task


Automatic feedback
Intrinsic satisfaction

Substitutes for
Substitutes for
No effect on

No effect on
No effect on
Substitutes for

Follower
characteristics

Professionalism
Training/experience
Low value of rewards

Substitutes for
Substitutes for
Neutralizes

Substitutes for
No effect on
Neutralizes

14

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