1. Chapter 5 Contingency Leadership Theories
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

2. Oral message sending process Paraphrasing Feedback Coaching model
Summary of Lecture 10 & 11
Oral message sending process
Paraphrasing
Feedback
Coaching model
5 Management conflict styles
Conflict resolution model
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

3. Learning Objectives
Differences between behavioral and contingency leadership
theories.
Prescriptive and Descriptive leadership models
Contingency leadership variables and styles.
Leadership continuum model
House Path-goal leadership model
The Normative Decision Model
Substitutes for leadership variables
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

4. Types of Leadership Models
Prescriptive:
Tell users exactly which style to use in a given situation
Descriptive: Identify contingency variables and leadership styles without directing which style to use in a given situation
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

5. Contingency Leadership Model
Contingency means depend
For effective leadership there should appropriate
fit between leader’s behavior and style and
followers and the situation
Effective Leader display range of behaviors depending on
situation
Global implication of contingency leadership models

6. Contingency Leadership
Framework Variables
Followers
Capability
Motivation
Leader
Personality
traits
Behavior
Experience
Situation
Task
Structure
Environment
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

7. Contingency Leadership Model
In 1951, Fred E. Fiedler developed the first contingency leadership theory (“Contingency theory of leader effectiveness)
Leadership style is based on leaders personality (trait theory) and behaviors (behavioral theory) therefore, it is constant
Leader should change the situation not the style
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

8. Contingency Leadership Model
determine if one’s style is task or relationship oriented, and if the situation (leader member relationship, task structure, and position power) matches the leader’s style to maximize performance.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

9. The Contingency Leadership Model Variables Within
Framework
Leader
Followers
Leader/Member
Relations
Situation
Task Structure
Position Power
Leadership
Styles
Task
Relationship
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

10. 1 Leadership style and LPC
Every leader has one dominant leadership style (task motivated or relationship motivated)
To determine the leadership style there is instrument called LPC (least preferred coworker)
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

11. 2 Situation Favorableness
Factors in the situation
The degree to which a situation enables the leader to exert influence over the followers
More control ⇒ More favorable situation
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

12. 1 Leader-Member Relations
Has greatest influence over situational favorableness
Good ⇒ cooperation and friendly
Bad ⇒ difficult and antagonistic
Involves trust of, respect for, and confidence in the leader
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

13. 2 Task Structure Also important
Greater structure ⇒ More favorable situation
Leaders in most structured situation have greatest control
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

14. 3 Position Power Least important in Fiedler model
Greater position power
⇒ more favorable situation
Leaders with power to assign work, reward, punish, hire, fire, and promote have greatest position power
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

15. Fiedler Contingency Model
1 leader follower relationship
2 is task is repetitive or non repetitive
3 is the leader power strong or poor
Situation
Appropriate
style
(See Exhibit 5-3, p. 145)

16. Fiedler Contingency Model
Leadership style matches the situation then leader will be effective otherwise ineffective leader
Fielder recommend to change the situation instead of changing leadership style
Suggestions
1 Improve relationship
2 Task structure (more or less specific procedures and standards) giving and nor giving clear deadlines
3 If strong position power dont use it and if weak power try to get more
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

17. Predictions for the Contingency Model
High Control Situations
Task motivated leaders will be most comfortable
in high control situations
Makes best use of resources
Is effective
Relationship motivated leaders will feel bored, feel there is nothing to do
May become over-controlling
Is not effective
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

18. Predictions for the Contingency Model
Moderate Control Situations
Characterized by
Lack of cohesiveness or task structure
Relationship motivated leaders are well matched to this situation
Can build cohesiveness
Can help define & clarify the task
More likely to be effective
Task motivated leaders are threatened by lack of group support & ambiguity
Will become autocratic
Perform poorly
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

19. Predictions for the Contingency Model
Low Control Situations
In Chaotic and in crisis
-Task oriented leaders take over
Make autocratic decisions
Are effective
-Relationship oriented leaders
This is their worst nightmare
Often withdraw, leaving groups to fend for themselves
Are not effective
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

20. Discussion Questions
Discussion Question 1: Do you agree with Fiedler’s belief that people have one dominant leadership style and cannot change styles?
Discussion Question 2: Do you agree that follower is an important situational factor to consider in determining appropriate leadership style?
Discussion Question 3: What is the primary difference between the contingency leadership theories and behavioral theories ?
Question 4: What is difference between prescriptive and descriptive leadership models?

21. Summary Differences between behavioral and contingency leadership
theories.
Prescriptive and Descriptive leadership models
Contingency leadership variables and styles.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning