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

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

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

4. Contingency Leadership Model

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

6. 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

7. 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

8. 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

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

10. Summary

11. 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.

12. 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.

13. 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.

14. 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.

15. 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

16. Path-Goal Leadership Model

17. 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

18. 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

19. 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

20. 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

21. The Path-Goal Model

22. Hersey-Blanchard Situational Leadership Model (SLM)

23. 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

24. 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

25. 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

26. 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

27. The SLM Model

28. Leader-Member Exchange Model (LMX)

29. 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

30. 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

31. 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

32. The Result

33. Vroom-Jago Leadership Model

34. 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

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

36. Transactional & Transformational Leadership Model

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

38. 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

39. 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

40. 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

41. 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

42. Transactional & Transformational Model (cont.)

43. Thank You !