1. CONTINGENCY LEADERSHIP THEORIES

2. LEADERSHIP MODEL
An example for emulation or use in a given situation

3. CONTINGENCY LEADERSHIP VARIABLES
Followers: Situation:
Capability Task
Motivation Structure
Environment
Leader:
Personal traits
Behavior
Experience

4. FIEDLER’S LPC Are you more task-oriented or relationship-oriented?
He recommends that leaders change the situation rather than their own leadership style.

5. FIEDLER’S SITUATION FAVORABLENESS
Leader-member relations. Leaders with good relations have more influence.
Task structure. Leaders in a structured situation have more influence.
Position power. Leaders with position power have more influence.

6. Continuum of Leadership Behavior
Leader Centered
Group Centered
Use of authority by leader
Area of freedom of the group
Leader decides, announces decision
“Sells” decision to group
Announces decision, permits questions
Presents tentative decision, consults group, and decides
Presents problem, asks for ideas, decides
Presents problem and boundaries, group decides
Gives group as much freedom as possible to define problem and decide

7. TANNENBAUM & SCHMIDT CONTINUUM
Boss. Based on personality and behavior, some leaders tend to be more autocratic and others more participative.
Subordinates. Followers’ preferred style also based on personality and behavior.
Situation. Organization size, structure, climate, goals and technology influence choice. Time available.

8. HOUSE’S PATH GOAL LEADERSHIP THEORY
This model is used to select the leadership style appropriate to the situation to maximize both performance and job satisfaction. Based on goal setting and expectancy theory.
Clairify the follower’s path to the rewards that are avialbel
Increase rewards the follower values and desires

9. The Path Goal Theory Environmental contingency factors Task structure
Formal authority system
Work group
Leader Behavior
Directive
Supportive
Participative
Achievement oriented
Outcomes
Performance
Satisfaction
Subordinate contingency factors
Locus of control
Experience
Perceived ability

10. Normative Leadership Styles
DECIDE Leader makes decision alone and announces it, or sells it to the followers. The leader may get information from others outside the group and within the group without specifying the problem.
Organizational Behavior: An Experiential Approach 7/E

11. Normative Leadership Styles
CONSULT INDIVIDUALLY. Leader tells followers individually the problem, gets information and suggestions, and then makes the decision.
CONSULT GROUP. Leader holds a group meeting and tells followers the problem, gets information and suggestions, and then makes the decision.

12. Normative Leadership Styles
FACILITATE. Leaders holds a group meeting and acts as a facilitator to define the problem and the limits within which a decision must be made, but doesn’t push own ideas.
DELEGATE. Leader lets the group diagnose the problem and make the decision within stated limits.

13. SUBSTITUTES FOR LEADERSHIP
Characteristics of the subordinate, task, or
organizaiton that replace the need for a leader or neturalize the leader’s behavior