Chapter 5 Contingency Leadership Theories Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Oral message sending process Paraphrasing Feedback Coaching model Summary of Lecture 10 & 11 Oral message sending process Paraphrasing Feedback Coaching model 5 Management conflict styles Conflict resolution model Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Learning Objectives Differences between behavioral and contingency leadership theories. Prescriptive and Descriptive leadership models Contingency leadership variables and styles. Leadership continuum model House Path-goal leadership model The Normative Decision Model Substitutes for leadership variables Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Types of Leadership Models Prescriptive: Tell users exactly which style to use in a given situation Descriptive: Identify contingency variables and leadership styles without directing which style to use in a given situation Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Contingency Leadership Model Contingency means depend For effective leadership there should appropriate fit between leader’s behavior and style and followers and the situation Effective Leader display range of behaviors depending on situation Global implication of contingency leadership models

Contingency Leadership Framework Variables Followers Capability Motivation Leader Personality traits Behavior Experience Situation Task Structure Environment Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Contingency Leadership Model In 1951, Fred E. Fiedler developed the first contingency leadership theory (“Contingency theory of leader effectiveness) Leadership style is based on leaders personality (trait theory) and behaviors (behavioral theory) therefore, it is constant Leader should change the situation not the style Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Contingency Leadership Model determine if one’s style is task or relationship oriented, and if the situation (leader member relationship, task structure, and position power) matches the leader’s style to maximize performance. Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

The Contingency Leadership Model Variables Within Framework Leader Followers Leader/Member Relations Situation Task Structure Position Power Leadership Styles Task Relationship Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

1 Leadership style and LPC Every leader has one dominant leadership style (task motivated or relationship motivated) To determine the leadership style there is instrument called LPC (least preferred coworker) Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

2 Situation Favorableness Factors in the situation The degree to which a situation enables the leader to exert influence over the followers More control ⇒ More favorable situation Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

1 Leader-Member Relations Has greatest influence over situational favorableness Good ⇒ cooperation and friendly Bad ⇒ difficult and antagonistic Involves trust of, respect for, and confidence in the leader Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

2 Task Structure Also important Greater structure ⇒ More favorable situation Leaders in most structured situation have greatest control Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

3 Position Power Least important in Fiedler model Greater position power ⇒ more favorable situation Leaders with power to assign work, reward, punish, hire, fire, and promote have greatest position power Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Fiedler Contingency Model 1 leader follower relationship 2 is task is repetitive or non repetitive 3 is the leader power strong or poor Situation Appropriate style (See Exhibit 5-3, p. 145)

Fiedler Contingency Model Leadership style matches the situation then leader will be effective otherwise ineffective leader Fielder recommend to change the situation instead of changing leadership style Suggestions 1 Improve relationship 2 Task structure (more or less specific procedures and standards) giving and nor giving clear deadlines 3 If strong position power dont use it and if weak power try to get more Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Predictions for the Contingency Model High Control Situations Task motivated leaders will be most comfortable in high control situations Makes best use of resources Is effective Relationship motivated leaders will feel bored, feel there is nothing to do May become over-controlling Is not effective Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Predictions for the Contingency Model Moderate Control Situations Characterized by Lack of cohesiveness or task structure Relationship motivated leaders are well matched to this situation Can build cohesiveness Can help define & clarify the task More likely to be effective Task motivated leaders are threatened by lack of group support & ambiguity Will become autocratic Perform poorly Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Predictions for the Contingency Model Low Control Situations In Chaotic and in crisis -Task oriented leaders take over Make autocratic decisions Are effective -Relationship oriented leaders This is their worst nightmare Often withdraw, leaving groups to fend for themselves Are not effective Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Discussion Questions Discussion Question 1: Do you agree with Fiedler’s belief that people have one dominant leadership style and cannot change styles? Discussion Question 2: Do you agree that follower is an important situational factor to consider in determining appropriate leadership style? Discussion Question 3: What is the primary difference between the contingency leadership theories and behavioral theories ? Question 4: What is difference between prescriptive and descriptive leadership models?

Summary Differences between behavioral and contingency leadership theories. Prescriptive and Descriptive leadership models Contingency leadership variables and styles. Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning