Leadership Theory, Application, Skill Development 1st Edition Robert N Leadership Theory, Application, Skill Development 1st Edition Robert N. Lussier and Christopher F. Achua . This presentation created by: MANAGEMENT TRAINING SPECIALISTS 5320-D Camp Bowie Blvd / Fort Worth, Texas 76107 / 817 737-2893 e-mail: 2conz@airmail.net Copyright © 2001 South-Western College Publishing

Contingency Leadership Theories Chapter 5 Contingency Leadership Theories 5-1

Chapter 5 Learning Objectives Differences between behavioral and contingency leadership theories. Contingency leadership variables and styles. Leadership models: Contingency —Prescriptive Leadership continuum — Descriptive Path-goal — Substitutes Normative — Situational 5-2 5-2

Contingency Leadership Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders. Contingency Leadership Framework Variables Summary Heading. Text. Followers Capability Motivation Leader Personality traits Behavior Experience Situation Task Structure Environment 5-3

Contingency Leadership Model Used to determine if one’s style is task or relationship oriented and if the situation matches the leader’s style to maximize performance. 5-4

The Contingency Leadership Model Variables Within Framework Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders. Summary Heading. Text. Leader Followers Leader / Member Relations Situation Task Structure Position Power Leadership Styles Task Relationship 5-5

3 Variables of Situational Favorableness. This slide relates to XX-XX. Leader-member relations 3 Variables of Situational Favorableness. Task structure Summary Overview XXXX Major Title Heading. Position power 5-6 3

The Leadership Continuum Model Used to determine which one of seven styles to select based on one’s use of boss-centered versus subordinate centered leadership to meet the situation. 5-7

Tannenbaum and Schmidt’s Leadership Continuum Model Autocratic Participative 1. Leader makes decision and announces it to employees without discussion. 2. Leader makes a decision and sells it to employees. 3. Leader presents ideas and invites employee questions. 4. Leader presents tentative decision subject to change. 5. Leader presents problem, gets suggestions, and makes decision. 6. Leader defines limits and asks employees to make a decision. 7. Leader permits employees to make ongoing decisions within defined limits. 5-8

Path-Goal Leadership Model Used to select the leadership style that is appropriate to the situation to maximize performance and job satisfaction. 5-9

House Path-Goal Leadership Model Achievement-oriented Situational Factors Subordinate authoritative locus of control ability Environment task structure formal     authority work group Leadership Styles Directive Supportive Participative Achievement-oriented Goal Achievement Performance Satisfaction 5-10

The Situational Leadership Model The Contingency Leadership Variables Within The Contingency Leadership Framework Variables Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders. Summary Heading. Text. Leader None Followers Follower Maturity Situation Task L’Ship Styles Telling Selling Participating Delegating 5-11

Substitute for Leadership Variables Within the Contingency Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders. Substitute for Leadership Variables Within the Contingency Leadership Framework Variables Summary Heading. Text. Followers Subordinates Leader None Situation Task Organization 5-12