Motivational theories Contemporary Theories of Leadership Theory X vs Theory Y (McGregor) In” The Human Side of Enterprise, McGregor compared 2 sets of beliefs about human nature” (1960). Theory Z (Ouchi). Ouchi expanded Theory Y. Theory Z was mainly developed from a study of successful Japanese organizations: subtle and indirect supervision collective decision making long term employment slower but more predicable promotions holistic concern for employees. Hygiene and Motivation (Herzberg)

Contemporary Theories of Leadership Situational appraches - I Appropriate leadership style is based on the leader, followers and situation

Contingency models Fiedler’s contingency model Goal-Path Theory of House_1970’s Leader Participation Model (Vroom & Yetton)

Contingency Theory [Fiedler: 1967] The situation has to be adapted to the leader 3 factors are important for leadership conditions: Leader-member relations Task structure Position power These situational factors produce 8 octants [see F&S] ranging from very favourable to very unfavourable for the leader

Fiedler’s Contingency Theory First situational leadership theory Engineer the job to fit the leader rather than adapting the style of the leader to the situation. LPC-scores (Least Preferred Coworker differentiate between relation-oriented and task-oriented leaders. A favourable leadership situasjon is when: Followers have positive relation to their leader Tasks are structured Leader enjoys high levels of power

Leader effectiveness Task-oriented leaders tend to do well in situations that are either very favourable or very unfavourable. Relation-oriented leaders do well in situations of intermediate favourability. Leadership styles are constant. It is a reflection of personality and behavior.

Effective leadership varies with the situation