1. Situational Theory of Leadership
An approach to leadership advocating the leaders understand their own behavior, the behavior of their subordinates, and the situation before utilizing a particular leadership style. This approach requires diagnostic skills in human behavior on the part of the leader.
Match leadership behavior to subordinates needs

2. Hersey-Blanchard Situational Leadership Model Slide 1 of 2
A situational leadership theory that emphasizes 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.

3. Situational Leadership
Hersey-Blanchard
High
Supporting S3
Share Ideas
Facilitated
Decision Making
Development level
of followers
RELATIONSHIP
BEHAVIOR
Coaching S2
Explain Decision
Clarification Opportunity R3 R2
R1 Not competent
Not committed
R2 Not competent
Committed
R3 Competent
R4 Competent
Delegating S4
Get Out of
The Way
Telling S1
Specific Instructions
Closely Supervise R4 R1
Low
High
TASK BEHAVIOR

4. People With High Task Maturity Tend to Have--
Ability
Skills
Confidence
Willingness to work.

5. The Situational Theory of Leadership

6. The Contingency Leadership Model
Description of the Model
The contingency model of leadership effectiveness was developed by Fiedler and postulates that the performance of groups is dependent on the interaction between leadership style and situational favorableness.
Leadership style is measured by the Least-Preferred Coworker Scale (LPC).

7. Fiedler’s Situational Variables and Their Preferred Leadership Styles
Situational Characteristics I II
III IV V VI
VII
VIII
Leader-member relations
Good
Good
Good
Good
Poor
Poor
Poor
Poor
Task structure
High
High
Low
Low
High
High
Low
Low
Position power
Strong
Weak
Strong
Weak
Strong
Weak
Strong
Weak
Task-Oriented
Task-Oriented
Relationship-Oriented
Preferred leadership style
Very Favorable
Very Unfavorable

8. Fiedler’s Contingency Theory
Leader-member relations: refers to group atmosphere and members’ attitude toward and acceptance of the leader.
Task structure: refers to the extent to which tasks performed by the group are defined, involve specific procedures, and have clear, explicit goals.
Position power: is the extent to which the leader has formal authority over subordinates.

9. Leadership Continuum

10. Path-Goal Leadership Model
Description of the Model
A theory that suggests it is necessary for a leader to influence the followers’ perception of work goals, self-development goals, and paths to goal attainment. The foundation for the model is the expectancy motivation theory

11. Path-Goal Theory
Increase subordinates' motivation to attain personal and organizational goals by--
1. Clarifying the subordinates' path to the available rewards
2. Increasing the rewards that they value
Path clarification means the leader helps subordinates learn the behaviors that lead to task accomplishment and rewards.

12. Three Contingencies of Path-Goal
Leader behavior and style
Situational contingencies
Use of rewards to meet subordinate needs.

13. Leader Behavior Supportive leadership Directive leadership
Participative leadership
Achievement-oriented leadership.

14. Exhibit 11.5: The Path-Goal Model
Follower/Subordinate Characteristics
- Locus of control
- Experience
- Ability
Leader Behavior/Styles
- Directive
- Supportive
- Participative
- Achievement-oriented
Followers/Subordinates
- Perceptions
- Motivation
Outcome
- Satisfaction
- Performance
Environmental Factors
- Tasks
- Formal authority systems
- Work group

15. Leader-Member Exchange Approach
Description of Approach
Recognizes that there is no such thing as consistent leader behavior across subordinates. The LMX approach suggests that leaders classify subordinates into in-group members and out-group members.
In-group members have a common bond and value system and interact with the leader.
Out-group members have less in common with the leader and don’t share much with her.

16. Substitutes for Leadership
Description of Idea
Leadership substitutes have been identified as task, organizational, or subordinate characteristics that render relationship- and/or task-oriented leadership as not only impossible but also unnecessary.
For example, an experienced, well-trained, knowledgeable employee doesn’t need a leader to structure the task.

17. Comparing the Situational Approaches
Four Models of Situational Leadership
Similarities
1. Focus on the dynamics of
leadership.
2. Have stimulated research on
leadership
3. Remain controversial because of
measurement problems, limited
research testing, or contradictory
research results.
Fiedler’s Contingency Model
House’s Path-Goal Model
Hersey-Blanchard Situational Leadership Theory
Leader-Member Exchange (LMX) Approach

18. Vroom-Jago Leadership Model
A leadership model that specifies which leadership decision-making procedures will be most effective in each of several different situations.
Refer to p.443

19. Vroom-Jago Leadership Model
Assumptions
The model should be of value to managers in determining which leadership styles they should use in various situations.
No single style is applicable to all situations.
The main focus should be the problem to be solved and the situation in which the problem occurs.

20. Vroom-Jago Leadership Model
Assumptions (continued)
The leadership style used in one situation should not constrain the styles used in other situations.
Several social processes influence the amount of participation by subordinates in problem solving.

21. Vroom-Jago Leadership Model
Features of the Model
Five Different Decision Styles
Autocratic (A) - the leader makes the decision without input from subordinates.
Consultative (C) - subordinates have some input, but you make the decision.
Group (G) - The group makes the decision; you (as leader) are just another group member.
Delegated (D) - You give exclusive responsibility to subordinates.

22. Charismatic Leadership
Defining Charismatic Leadership
Charismatic leaders have a combination of charm and personal magnetism that contribute to a remarkable ability to get other people to endorse their vision and promote it passionately.
A leader who has the ability to motivate subordinates to transcend their expected performance.

23. Charismatic Leadership
Two Types of Charismatic Leaders
Visionary Charismatic Leaders
Through communication ability, the visionary charismatic leader links followers’ needs and goals to job or organizational goals.
Crisis-Based Charismatic Leaders
The crisis-produced charismatic leader communicates clearly what actions need to be taken and what their consequences will be.

24. Exhibit 12.5: Stages of Charismatic Leadership
Stage One
- Detecting unexploited
opportunities and
deficiencies in the
present situation
- Sensitivity to
constituents’
needs
- Formulating an
idealized strategic
vision
Stage Two
- Communicating
the vision
- Articulating the
status quo as
unacceptable and
the vision as the
most attractive
alternative
- Articulating
motivation to
lead followers
Stage Three
- Building trust
through technical
expertise, personal
risk-taking, self-
sacrifice, and
unconventional
behavior
Stage Four
- Demonstrating
the means to
achieve the vision
through role
modeling,
empowerment,
& unconventional
tactics

25. Transactional Leadership
The leader helps the follower identify what must be done to accomplish the desired results: better quality output, more sales or services, reduced cost of production
Similar to
Path Goal

26. Transformational Leadership
By expressing a vision, the transformational leader persuades followers to work hard to achieve the goals envisioned. The leader’s vision provides the follower with motivation for hard work that is self-rewarding (internal)
A leader distinguished by a special ability to bring about innovation and change.

27. Substitutes for Leadership
Organizational Variables
Group cohesiveness
Formalization
Inflexibility
Low position power
Physical separation
Task characteristics
Highly structured task
Automatic feedback
Intrinsic satisfaction

28. Servant Leader
A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization’s larger mission.

29. Factors that Describe Transformational Leaders
Intellectual Stimulation
Management by Exception
Individual Attention
Contingent Reward
Charisma

30. What a Difference a Century Can Make Contrasting views of the corporation:
CHARACTERISTIC 20TH CENTURY 21ST CENTURY
ORGANIZATION The Pyramid The Web or Network
FOCUS Internal External
STYLE Structured Flexible
SOURCE OF STRENGHT Stability Change
STRUCTURE Self-sufficiency Interdependencies
RESOUCES Atoms-physical assets Bits-information
OPERATIONS Vertical integration Virtual integration
PRODUCTS Mass production Mass customization
REACH Domestic Global
DATA: BUSINESS WEEK 2000

31. What a Difference a Century Can Make Contrasting views of the corporation:
CHARACTERISTIC 20TH CENTURY 21ST CENTURY
FININCIALS Quarterly Real time
INVENTORIES Months Hours
STRATEGY Top-down Bottom-up
LEADERSHIP Dogmatic Inspirational
WORKERS Employees Employees/free agents
JOB EXPECTIONS Security Personal growth
MOTIVATION To compete To build
IMPROVEMENTS Incremental Revolutionary
QYALITY Affordable best No compromise
DATA: BUSINESS WEEK 2000

32. GIVE THEM SOMETHING USEFUL TO DO
VALUE THEM
GIVE THEM A SCORECARD AND A SAY
REWARD CONTRIBUTION