2.  Leadership is contingent upon the interplay of all three aspects of our model  Four well-known contingency theories of leadership ◦ Supported by research ◦ Assume that leaders are able to diagnose or assess key aspects of the followers and leadership situations ◦ Leaders assumed to be flexible ◦ Correct match between situational, follower, and leader characteristics will have a positive effect on group or organizational outcomes  Theories maintain that leadership effectiveness is maximized when leaders correctly make their behaviors contingent on certain situational and follower characteristics.

3.  Divide into groups  Review the information in Chapter 12 regarding your specific contingency theory  Prepare a summary of the information to brief the class on your model ◦ Purpose ◦ Description, example, & how to use it ◦ Issues to consider  Present your theory to the class

4.  Designed to determine the optimal participation followers should have in any given decision process  Limited to decision making  Level of participation by subordinates is directly affected by various factors in the situation ◦ Time available ◦ Complexity of issue ◦ Expertise of followers

5.  Decision quality and acceptance ◦ Decision quality considers whether the decision is the “best” alternative, so the decision has to have an objectively measurable outcome ◦ Decision acceptance is if the followers accept the decision as if it was their own versus merely complying with the decision  Decision Tree ◦ Going through the tree will lead to a set of alternatives that meet the criteria needed ◦ The leader can take in other considerations such as time or need for development when making the decision

7.  This model maintains that leaders who correctly adjust their approach to their followers’ readiness will be more effective ◦ Gives guidance on how to work with different types of followers  Two leadership behavior categories ◦ Task behaviors ◦ Relationship behaviors

9.  Suggests that leader effectiveness is primarily determined by selecting the right leader for a certain situation or changing the situation to fit the leader’s style  This model is about picking the right leader for the right job  Recognizes that leaders have general behavioral tendencies and specifies situations where certain leaders may be more effective than others

10.  Least-preferred-co-worker (LPC) scale ◦ In order to find a leader’s tendencies, a question is asked about the type of person they would have the most difficulty working with  Low LPC  High LPC

11.  Situational favorability ◦ Leader-member relations  Involves the extent to which relationships between the leader and followers are generally cooperative or difficult ◦ Task structure  Determine task structure by assessing whether there were detailed descriptions of work products, standard operating procedures, or objective indicators of how well the task is being accomplished ◦ Position power  Authority with legitimate power

14.  This theory uses baseline assumptions to make calculations on performance expectancies  Based on people calculating the effort-to- performance probabilities, performance-to- outcome probabilities, and assigned values to outcome  Calculations made on rational basis and can be used to predict what tasks people will put their energies into (given a finite number of options)

15.  Leader behaviors ◦ Directive leadership ◦ Supportive leadership ◦ Participative leadership ◦ Achievement-oriented leadership  Followers ◦ Satisfaction of followers ◦ Perception of their own abilities  Situation ◦ Task ◦ Formal authority system ◦ Primary work group

17.  The four contingency theories of leadership: ◦ Normative decision model ◦ Situational leadership model ◦ Contingency model ◦ Path-goal theory  Three specify that leaders should make their behaviors contingent on certain aspects of the followers or the situation.  All four theories implicitly assume that leaders can accurately assess key follower and situational factors.

18. ◦ 11 NOV – Stress and Leadership ◦ 13 NOV – Aviation Case Study ◦ 25 NOV – Group Presentation leftovers, turn in papers.