Contingency Approaches

Ex. 3.1 Comparing the Universalistic and Contingency Approaches to Leadership Outcomes (Performance, satisfaction, etc.) Universalistic Approach Leadership Traits/behaviors Leader Style Traits Behavior Position Contingency Approach Outcomes (Performance, satisfaction, etc.) Needs Maturity Training Cohesion Task Structure Systems Env. Followers Situation

Contingency Approaches Contingency approaches: approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively The answer then is: That the answer depends on leader, follower, and situation variables. Leaders skills will differ and situation will differ in each case.

Contingency Approaches Ultimately, the leader, the followers, and the situation must match for true leadership to take place!

Let’s take a look at Leader Behavior and Four Leader Styles High High Task-Low Relationship High Task-High Relationship BEHAVIOR TASK Low Task-Low Relationship High Relationship -Low Task Low Low RELATIONSHIP BEHAVIOR High

Qualities that influence a Leader Vision

Qualities that influence a Leader Vision Ability

Qualities that influence a Leader Vision Ability Enthusiasm/Vitality

Qualities that influence a Leader Vision Ability Enthusiasm/Vitality Stability

Qualities that influence a Leader Vision Ability Enthusiasm/Vitality Stability Concern for others

Qualities that influence a Leader Vision Ability Enthusiasm/Vitality Stability Concern for others Self Confidence

Qualities that influence a Leader Vision Ability Enthusiasm/Vitality Stability Concern for others Self Confidence Integrity

Qualities that influence a Leader Vision Ability Enthusiasm/Vitality Stability Concern for others Self Confidence Integrity Charisma

Situational Theory Let’s look at Situational approaches Hersey and Blanchard’s extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior

Situational Theory Chart:

Ex. 3.4 Hersey and Blanchard’s Situational Theory of Leadership Follower Characteristics Appropriate Leader Style Low readiness level Moderate readiness level High readiness level Very high readiness level Telling (high task-low relationship) Selling (high task-high relationship) Participating (low task-high rel.) Delegating (low task-low relationship)

Path-Goal Theory A contingency approach to leadership in which the leader’s responsibility is to increase subordinates’ motivation by clarifying the behaviors necessary for task accomplishment and rewards

Ex. 3.5 Leader Roles in the Path-Goal Model Path Clarification Increase Rewards Leader defines what follower must do to attain work outcomes Leader learns follower’s needs Leader clarifies follower’s work role Leader matches follower’s needs to rewards if work outcomes are accomplished Follower has increased knowledge & confidence to accomplish outcomes Leader increases value of work outcomes for follower Follower displays increased effort and motivation Organizational work outcomes are accomplished

Ex. 3.6 Path-Goal Situations and Preferred Leader Behaviors Impact on Follower Outcome Followers lack self-confidence Supportive Leadership Increases confidence to achieve work outcomes Directive Leadership Increased effort; improved satisfaction and performance Ambiguous job Clarifies path to reward Achievement-Oriented Leadership Lack of job challenge Set and strive for high goals Participative Leadership Clarifies followers’ needs to change rewards Incorrect reward

Ex. 3.7 Five Leader Decision Styles Area of Freedom for Group Area of Influence by Leader Decide Consult Individually Consult Group Facilitate Delegate

Substitute and Neutralizer Substitute: a situational variable that makes leadership unnecessary or redundant Neutralizer: a situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors

Ex. 3.10 Substitutes and Neutralizers for Leadership Variable Task-Oriented Leadership People-Oriented Leadership Organizational variables Group cohesiveness Formalization Inflexibility Low positional power Physical separation Substitutes for Neutralizes No effect on Task characteristics Highly struct. task Automatic feedback Intrinsic satisfaction Follower characteristics Professionalism Training/experience Low value of rewards

Filling the “GAPS” JACK WELCH “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others and filling the Gaps.”

Through Individualized Leadership Vertical Dyad Linkage Leader Member Exchange (LMX) Partnership Building Systems and Networks

Through Communication Build Relationships Create the sense of Community Remember to ask questions Maintain Open Channels of Communication

Through Leadership Remember that everything filters down Allow for opportunities Seek to Engage Don’t Delegate. Motivate!

Through Empowerment Empowerment is the delegation of power or authority to subordinates in the organization Are they a “4” or are they a “5”? Share the Power.

Through Tools Personal Evaluations One on One meetings Building rapport with your team Going to meetings Having outings Team Building Exercise Though Conferences