1. Foundations of Leadership Studies
Chapter 15
Leadership 201
Foundations of Leadership Studies

2. Chapter 15
Theoretical Perspectives on Leadership: The Contingency/Situational Approaches
Situational
Theory
Path–Goal Theory
Contingency Model

3. Where Are We Now? Trait theories Behavioral theories
Chapter 15
Trait theories
Behavioral theories
Situational/contingency theories
Fiedler's Contingency Model
Path-Goal Theory
Hersey-Blanchard Situational Theory (next class)

4. Fiedler's Contingency Theory of Leadership
Chapter 15
Fiedler's Contingency Theory of Leadership
Leader Effectiveness = f (leader style, situation favorability)
Group performance is a result of interaction of two factors.
Leadership style
Situational favorableness

5. Leadership Style Leadership Style
Chapter 15
Leadership Style
This is the consistent system of interactions that takes place between a leader and work group.
An individual's leadership style depends upon his or her personality and is, thus, fixed

6. Least Preferred Coworker (LPC)
Chapter 15
Least Preferred Coworker (LPC)
The least-preferred coworker (LPC) scale classifies leadership styles.
Describe the one person with whom he or she worked the least well with.
From a scale of 1 through 8, describe this person on a series of bipolar scales:
Unfriendly Friendly
Uncooperative Cooperative
Hostile Supportive
Guarded Open

7. Relationship oriented:
Leadership Styles
Chapter 15
Relationship oriented:
A high LPC score suggests that the leader has a human relations orientation
Task oriented:
A low LPC score indicates a task orientation.
Fiedler's logic:
Individuals who rate their least preferred coworker in a favorable light derive satisfaction out of interpersonal relationship; those who rate the coworker unfavorably get satisfaction out of successful task performance

8. Situation Favorability
Chapter 15
Situation Favorability
The degree a situation enables a leader to exert influence over a group
The focus is on three key situational factors
Leader-member relations
Task structure
Position power

9. Situation Favorability
Chapter 15
1. Leader-member relations:
The degree to which the employees accept the leader
2. Task structure:
The degree to which the subordinates jobs are described in detail
3. Position power:
The amount of formal authority the leader possesses by virtue of his or her position in the organization.

10. When to Use Which Style?? Leader-Member Relations Position Power
Chapter 15
Contingency Model 1
Strong 2
Weak
High 3 4
Low
Good 5 6 7 8
Poor
Leader-Member
Relations
Task Structure
Position
Power
Preferred
Leadership
Style
Low
LPCs
Low LPCs
High LPCs

11. Fielder’s Contingency Model
Chapter 15

12. Implications
Chapter 15
1. The favorableness of leadership situations should be assessed
2. Candidates for leadership positions should be evaluated using the LPC scale
3. If a leader is being sought for a particular leadership position, a leader with the appropriate LPC profile should be chosen
4. If a leadership situation is being chosen for a particular candidate, a situation should be chosen which matches his/her LPC profile

13. House & Mitchell’s Path–Goal Theory
Chapter 15
Leadership style is effective on the basis of how successfully leaders support their subordinates’ perceptions of:
Goals that need to be achieved
Rewards for successful performance
Behaviors that lead to successful performance

14. House & Mitchell’s Path–Goal Theory
Chapter 15
Leaders can influence subordinates’ motivation by:
Teaching employees competencies needed
Tailoring rewards to meet employees’ needs
Acting to support subordinates’ efforts

15. Assumptions of Path–Goal Theory
Chapter 15
1. A leader’s behavior is acceptable and satisfying to subordinates to the extent that they view it as either an immediate source of satisfaction or as an instrument to some future satisfaction.
2. A leader’s behavior will increase subordinates’ efforts if it links satisfaction of their needs to effective performance and supports their efforts to achieve goals.

16. Path–Goal Theory Leadership Behavior
Chapter 15
Instrumental behavior
(task-oriented)
Supportive behavior
(employee-oriented)
Achievement-oriented behavior (employee-oriented)
Participative behavior (employee-oriented)

17. Path–Goal Theory Situational Factors
Chapter 15
Personal characteristics of subordinates
Work environment

18. Path–Goal Theory Situational Factors
Chapter 15
Personal Characteristics of Subordinates
Abilities
Self-Confidence
Personal Needs and Motivations
Perception of Leaders

19. Path–Goal Theory Situational Factors
Chapter 15
Work Environment
Exercise of Power
Culture and Subculture
Policies and Rules
Structure
of Tasks
Management Philosophy

20. Choosing a Leadership Style
Chapter 15
Leaders need to choose a leadership style that best fits the needs of subordinates and the task they are doing.

21. Path-Goal Theory
Chapter 15
Subordinates
Goals/Productivity
Motivation

22. Applying Fiedler’s Contingency Theory
Chapter 15
Fill out the LPC
Determine whether you are task or relationship oriented.
Think of a leadership situation in which you were not optimally effective and/or one in which you excelled
Evaluate the situation(s)
Does your experience support Fiedler’s theory?

23. Contingency theory: Strengths
Chapter 15
Supported by a lot of empirical research
Looks at the impact of the situation on leaders
It is predictive
It does not require that people be effective in all situations
It provides a way to assess leader style that could be useful to an organization

24. Contingency Theory: Weaknesses
Chapter 15
Black box: Why?
There is some doubt whether the LPC is a true measure of leadership style
It is cumbersome to use
Doesn't explain what to do when there is a mismatch between style and situation
Other situational variables, like training and experience, have an impact in a leader's effectiveness

25. Path Goal Theory: Strengths
Chapter 15
It specifies four conceptually distinct varieties of leadership
Explains how task and subordinate characteristics affect the impact of leadership
The framework provided in path-goal theory informs leaders about how to choose an appropriate leadership style.
It attempts to integrate the motivation principles into a theory of leadership.
Provides a practical model

26. Path Goal Theory: Weaknesses
Chapter 15
It is very complex.
It has received only partial support from the many empirical research studies that have been conducted to test its validity.
It fails to explain the relationship between leadership behavior and worker motivation.
This approach treats leadership as a one-way event-the leader affects the subordinate.