12-1 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.

C HAPTER T WELVE Contingency Theories of Leadership

12-3 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. SLT Prescriptions For Most Appropriate Behaviors Based On Follower Maturity Participating (Lo T, Hi R) Delegating (Lo T, Lo R) Telling (Hi T, Lo R) Selling (Hi T, Hi R) M3M1M2 M4 Follower maturity Task behaviors Relationship behaviors

12-4 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Components Of Follower Maturity Job maturity – the amount of task- relevant knowledge, experience, skill, and ability that the follower possesses. Psychological maturity – the follower’s self-confidence, commitment, motivation and self- respect relative to the task at hand.

12-5 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Factors From the Situational Leadership Theory and the Interactional Framework Leader Followers Situation Telling High task, low relationship Selling: High task, high relationship Participating: Low task, low relationship Delegating: Low task, low relationship Decision to use developmental intervention Outcomes: Task accomplishment Increased follower maturity (if developmental interventions used) What is the task to be accomplished? What is the followers’ job maturity? Psychological maturity?

Contingency Theory Leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation or changing the situation to fit the particular leader’s style.

12-7 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Motivational Hierarchies For Low- and High-LPC Leaders Task People Low-LPC leader motivational hierarchy People Task High-LPC leader motivational hierarchy

12-8 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Contingency Model Octant Structure For Determining Situational Favorability GoodPoor StructuredUnstructuredStructuredUnstructured HighLowHighLowHighLowHighLow Leader-member relations Task structure Position power Octant Overall situation favorability HighLow

12-9 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Factors From Fiedler’s Contingency Theory and the Interactional Framework FollowersSituation Motivation hierarchy (as determined by LPC score) Outcomes: Effective or ineffective group performance based upon match or mismatch between leader and overall favorability of the leadership situation Task structure Position power Leader Leader- member relations

12-10 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Four Leader Behaviors of Path- Goal Theory Directive Supportive Participative Achievement-oriented

12-11 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Interaction Between Followers’ Locus of Control Scores and Leader Behavior in Decision Making Directive Participative Leader behavior in decision making High Low Follower satisfaction with leader External locus of control followers Internal locus of control followers

12-12 McGraw-Hill/Irwin © 2002 The McGraw-Hill Companies, Inc., All Rights Reserved. Examples of Applying Path-Goal Theory Substandard performance (no rewards for performance) Reduced role ambiguity (clearer effort- to- performance links) Newly formed work unit Directive behaviors (tell followers what to do and how to do it) Directive behaviors (make rewards available and contingent on performance) Clearer performance- to-reward links (increased valence) Higher effort Higher satisfaction Higher effort Higher satisfaction SituationLeaderFollowersOutcomes