1. Contingency Theories and Adaptive Leadership 7-1 Copyright© 2013 Pearson Education Leadership in Organizations

2. After studying this chapter, you should be able to:  Understand how aspects of the situation can enhance or diminish effects of leader behavior.  Understand key features of the early contingency theories of effective leadership.  Understand the benefits and limitations of contingency theories. 7-2Copyright© 2013 Pearson Education Leadership in Organizations

3.  Understand the findings from empirical research on contingency theories.  Understand how to adapt leader behavior to the situation.  Understand how to manage disruptions and other crises. Copyright© 2013 Pearson Education Leadership in Organizations7-3

4. Copyright© 2013 Pearson Education Leadership in Organizations7-4 Understand how aspects of the situation can enhance or diminish effects of leader behavior

5.  Contingency theories describe how aspects of the leadership situation alter a leader's influence on an individual subordinate or a work group Copyright© 2013 Pearson Education Leadership in Organizations7-5

6.  Types of Variables  Causal Effects  Direct Effects  Direct Influence  Moderates Effects Copyright© 2013 Pearson Education Leadership in Organizations7-6

7. Copyright© 2013 Pearson Education Leadership in Organizations7-7 Understand key features of the early contingency theories of effective leadership

8.  Path-Goal Theory  Situational Leadership Theory  LPC Contingency Model  Leader Substitutes Theory  Cognitive Resources Theory  Multiple-Linkage Model  Normative Decision Model Copyright© 2013 Pearson Education Leadership in Organizations7-8

9. Copyright© 2013 Pearson Education Leadership in Organizations7-9 Understand the benefits and limitations of contingency theories

10. Contingency theories take into account:  Task requirements  Situational constraints  Interpersonal processes Copyright© 2013 Pearson Education Leadership in Organizations7-10

11.  Behavior Meta-category over-emphasis  Ambiguous descriptions  Inadequate causal explanations  Inattention to behavior patterns  Inattention to joint effects  Moderators versus mediators Copyright© 2013 Pearson Education Leadership in Organizations7-11

12. Copyright© 2013 Pearson Education Leadership in Organizations7-12 Understand the findings from empirical research on contingency theories

13.  Weak and inconsistent evidence  Best research support for the Normative Decision Model Copyright© 2013 Pearson Education Leadership in Organizations7-13

14.  Weak research methods  Conceptual Weaknesses  Theories have not been adequately tested Copyright© 2013 Pearson Education Leadership in Organizations7-14

15. Copyright© 2013 Pearson Education Leadership in Organizations7-15 Understand how to adapt leader behavior to the situation

16.  Situational understanding  Flexibility  Planning  Consulting  Provide direction  Monitor Copyright© 2013 Pearson Education Leadership in Organizations7-16

17. Copyright© 2013 Pearson Education Leadership in Organizations7-17 Understand how to manage disruptions and other crises

18.  Anticipate problems  Recognize warnings  Identify problem  Direct decisively  Communicate Copyright© 2013 Pearson Education Leadership in Organizations7-18