By Daniel Damaris Novarianto S. Leadership Part 2 By Daniel Damaris Novarianto S.

Situational Theories of Leadership Fiedler Contingency Model Path-Goal Theory Hersey and Blanchard’s Situational Leadership Model (SLM) Leader–Member Exchange Model (LMX)

Situational Theories of Leadership (cont.) Vroom-Jago Leadership Model Attribution Theory of Leadership Transactional and Transformational Leadership

Contingency Leadership Model

Contingency Leadership Model Developed by Fiedler The performance of groups is dependent on the interaction between leadership style and situational favorableness

Leader’s Style Task-Oriented Leadership Factor in Fiedler contingency model that refers to how structured a job is with regard to requirements, problem solving alternatives, and feedback on job success This factor refers specifically to the characteristics of the work to be done

Leader’s Style (cont.) Relationship-Oriented Leadership A factor in the Fiedler contingency model that refers to the degree of confidence, trust, and respect that the leader obtains from the followers An individual whose personality values warm, supportive relationships with others

Leader’s Style (cont.) Power Position A factor in the Fiedler contingency model that refers to the power inherent in the leadership position This situational characteristic takes into account that leadership occurs in a variety of different organizations and groups differentiated according to how much formal authority the leader has to make decisions and to exact obedience from subordinates

Favorableness of the Situation Poor leader–member relations, An unstructured task, and Weak position power

Summary

Leadership Actions to Change Situations Modifying Leader–Member Relations Spend more—or less—informal time (lunch, etc.) with your subordinates. Request particular people for work in your group. Volunteer to direct difficult or troublesome subordinates. Suggest or affect transfers of particular subordinates into or out of your unit. Raise morale by obtaining positive outcomes (e.g., special bonuses, etc) for subordinates.

Leadership Actions to Change Situations (cont.) Modifying Task Structure If you wish to work with less structured tasks: Ask your boss, whenever possible, to give you the new or unusual problems and let you figure out how to get them done. Bring the problems and tasks to your group members and invite them to work with you on the planning and decision-making phases of the tasks.

Leadership Actions to Change Situations (cont.) Modifying Task Structure (cont.) If you wish to work with more highly structured tasks: Ask your superior to give you, whenever possible, the tasks that are more structured or to give you more detailed instructions. Break the job down into smaller subtasks that can be more highly structured.

Leadership Actions to Change Situations (cont.) Modifying Position Power To raise your position power: Show your subordinates who’s boss by exercising fully the powers that the organization provides. Make sure that information to your group gets channeled through you.

Leadership Actions to Change Situations (cont.) Modifying Position Power (cont.) To lower your position power: Call on members of your group to participate in planning and decision-making functions. Let your assistants exercise relatively more power

Path-Goal Leadership Model

Path-Goal Leadership Model Developed by Robert J. House Leaders are effective because of their positive effect on followers’ motivation, ability to perform, and satisfaction Theory that suggests a leader needs to influence followers’ perceptions of work goals, self development goals, and paths to goal attainment

Path-Goal Leadership Model (cont.) The early path–goal work led to the development of a complex theory involving four specific leader behaviors: Directive Leader Supportive Leader Participative Leader Achievement-Oriented Leader

Leader’s Behavior in Path-Goal Model Directive leader tends to let subordinates know what’s expected of them Supportive leader treats subordinates as equals Participative leader consults with subordinates and considers their suggestions and ideas before reaching a decision Achievement-oriented leader sets challenging goals, expects subordinates to perform at the highest level, and continually seeks improvement in performance

The Main Path–Goal Propositions Leader behavior is effective to the extent that subordinates perceive such behavior as a source of immediate satisfaction. Leader behavior is motivational to the extent that it makes satisfaction of subordinates’ needs contingent on effective performance and that it complements the environment of subordinates by providing the guidance, clarity of direction, and rewards necessary for effective performance

The Path-Goal Model

Hersey-Blanchard Situational Leadership Model (SLM)

SLM Model SLM’s emphasis is on followers and their level of maturity The leader must properly judge or intuitively know followers’ maturity level and then use a leadership style that fits the level

SLM Model (cont.) The description of maturity’s level: A person high in job readiness has the knowledge and abilities to perform the job without a manager structuring or directing the work A person high in psychological readiness has the self-motivation and desire to do high-quality work Again, this person has little need for direct supervision

Leader’s Behavior in SLM Model Telling. The leader defines the roles needed to do the job and tells followers what, where, how, and when to do the tasks. Selling. The leader provides followers with structured instructions but is also supportive

Leader’s Behavior in SLM Model (cont.) Participating. The leader and followers share in decisions about how best to complete a high-quality job Delegating. The leader provides little specific, close direction or personal support to followers

The SLM Model

Leader-Member Exchange Model (LMX)

The LMX Model Developed by Graen Personal behavioral explanations of leadership suggest that the leader’s behavior is the same across all followers A theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction

The Example of LMX Model How flexible do you believe your supervisor is about evolving change in your job? (Please choose one!!) Supervisor sees no need for change Supervisor sees little need to change Supervisor is lukewarm to change Supervisor is enthused about change

The Example of LMX Model (cont.) How would you characterize your working relationship with your supervisor? (Please choose one!!) Less than average effective About average effective Better than average effective Extremely effective

The Result

Vroom-Jago Leadership Model

Vroom-Jago Leadership Model Vroom and Yetton initially developed a leadership and decision-making model that indicates the situations in which various degrees of participative decision making are appropriate A normative model (prescriptive) that a leader can use in making decisions. Their approach assumes that no one particular leadership style is appropriate for each situation

Vroom-Jago Leadership Model (cont.) AI AII CI CII Authocratic Style (AI & AII) Consultative Style (CI & CII) One-Group Style (GII) GII

Transactional & Transformational Leadership Model

Transactional & Transformational Model This model from the Ohio State Studies This model is mix from Fiedler’s Model and Path-Goal Model

Transactional & Transformational Model (cont.) Characteristic of Transactional Leadership Model: Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments Management by Exception (active): Watches and searches for deviations from rules and standards, takes correct action

Transactional & Transformational Model (cont.) Characteristic of Transactional Leadership Model: (cont.) Management by Exception (passive): Intervenes only if standards are not met Laissez-Faire: Abdicates responsibilities, avoids making decisions

Transactional & Transformational Model (cont.) Characteristic of Transformational Leadership Model: Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust Inspirational Motivation: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways

Transactional & Transformational Model (cont.) Characteristic of Transformational Leadership Model: (cont.) Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises

Transactional & Transformational Model (cont.)

Thank You !