Chapter 7- Contingency Theories and Adaptive Leadership BUA 200- Organizational Leadership

Definition Contingency theories describe how aspects of the leadership situation can alter a leader’s influence and effectiveness- p. 169, Chapter 7

Path-Goal Theory Describes how leadership’s task oriented behavior and supportive role influence a subordinate. If a subordinate knows his role, and gets support, he/she will perform better.

Leadership Substitutes Theory Repetitive tasks and redundancy negate the effects of leaders and make them ineffective.

Situational Leadership Theory Leadership roles vary depending on subordinate. For instance, a subordinate who does not progress quickly the leader will create implicit tasks and procedures. A mature subordinate has less “hand holding” and more delegation and responsibility.

Cognitive Resources Theory The performance of a leaders’ team or group is based on a complex set of leader traits and situational behaviors. The theory is based on interpersonal stress between the leader and subordinate. Expectations for subordinate may be premature or inappropriate causing issues.

Guidelines for Adaptive Leadership Make your situation more favorable Increase flexibility and use wide range of relevant behaviors Use better planning techniques Consult proper people, more people Provide better direction Monitor critical tasks or unreliable subordinates Provide coaching Support those in high stress situations

Summary All situations are not the same for leaders. Effective leaders adapt to unforeseen crises or issues. Good leaders adapt and make crises into a favorable situation.