1. Contingency Theories of Effective Leadership
Chapter 8
Contingency Theories of Effective Leadership

2. LPC Contingency Model

3. The Path-Goal Theory of Leadership
CAUSAL VARIABLES
Leader behavior
INTERVENING VARIABLES
Subordinate expectancies
and valences
END-RESULT VARIABLES
Subordinate effort
and satisfaction
SITUATIONAL MODERATOR VARIABLES
Characteristics of task and environment
Characteristics of subordinates
FIGURE 8-2: Causal relationships in Path-Goal Theory of Leadership

4. Leadership Substitutes Theory
Subordinate Characteristics
Task Characteristics
Organization Characteristics

5. The Multiple Linkage Model
Task commitment
Ability and role clarity
Organization of the work
Cooperation and mutual trust
Resources and support
External coordination

6. Cognitive Resources Theory
SOCIAL STRESS FOR LEADER
LEADER INTELLIGENCE
LEADER EXPERIENCE
DECISION
QUALITY
FIGURE 8-6: Primary Causal Relationships in the Cognitive Resources Theory

7. General Evaluation of Contingency Theories
Leader Traits
Leader Behavior
Situational Variables
Intervening Variables
Validation Results

8. Applications: Guidelines for Managers
Use more planning for a long, complex task.
Consult more with people who have relevant knowledge.
Provide more direction to people with interdependent roles.
Provide more direction and briefings when there is a crisis.

9. Applications: Guidelines for Managers
Monitor a critical task or unreliable person more closely.
Provide more coaching to an inexperienced subordinate.
Be more supportive to someone with a very stressful task.

10. Summary
The LPC contingency model deals with the moderating influence of three situational variables on the relationship between a leader trait (LPC) and subordinate performance.
The path-goal theory examines how aspects of leader behavior influence subordinate satisfaction and motivation.

11. Summary
Leadership substitutes theory identifies aspects of the situation that make leadership behavior redundant or irrelevant.
The multiple-linkage model describes how a leader can influence intervening variables to improve group effectiveness.

12. Summary
Cognitive resources theory examines the conditions under which cognitive resources such as intelligence and experience are related to group performance.

13. Charismatic Leadership
“May the force be with you”

14. Chapter Goals
The goal of this chapter is to define charismatic leadership, review the research findings on charismatic leadership, and review two of the more-popular transformational leadership theories.

15. Max Weber
The most important early research on charismatic leadership was completed by Max Weber, who maintained that societies could be identified in terms of one of three types of authority systems: traditional, legal-rational, and charismatic.

16. Traditional Authority System
The traditions and unwritten laws of the society dictate who has authority and how this authority can be used.

17. Legal-Rational Authority System
Authority derives from society’s belief in the laws that govern it.

18. Charismatic Authority System
Authority stems from the society’s belief in the exemplary characteristics of the leader.

19. Theory of Transformational and Transactional Leadership
James McGregor Burns’s Theory of Transformational and Transactional Leadership
focused on the differences between power versus leadership and charismatic versus non-charismatic leadership

20. Theory of Transformational and Transactional Leadership
Cont.
believed that leadership could take one of two forms: transactional leadership or transformational leadership
maintained that power and leadership were two distinct entities

21. Transformational Leadership
Transformational leaders use idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation, while transactional leaders use contingent reward, and active and passive management by exception.

22. Common Characteristics of Charismatic and Transformational Leadership
Vision
Rhetorical skills
Image and trust building
Personalized leadership

23. Follower Characteristics
Identification with the Leader and the Vision
Heightened Emotional Levels
Willing Subordination to the Leader
Feelings of Empowerment

24. Situational Characteristics
Crises
Task Interdependence
Innovation
More Receptive to Change
Organizational Downsizing

25. Bass’s Theory of Transformational and Transactional Leadership
Transformational leaders possess charismatic-leader characteristics (vision, rhetorical skills, etc.).
Transactional leaders do not possess these leader characteristics, nor are they able to develop strong emotional bonds with followers or inspire followers to do more than they thought they could. Instead, transactional leaders motivate followers by setting goals and promising rewards for desired performance.

26. Perspectives on Charisma
The Sociological Approach
1. Extraordinary, almost magical talents
2. Crisis situation
3. Radical vision
4. Followers
5. Validation of leader through repeated success

27. Guidelines for Transformational Leadership
Articulate a clear and appealing vision.
Explain how the vision can be attained.
Act confident and optimistic.
Express confidence in followers.
Use dramatic, symbolic actions to emphasize key values.
Lead by example.
Empower people to achieve the vision.

28. Perspectives on Charisma
The Psychoanalytic Approach
Intense attraction
Regression
Transference
Projection
What does this say for the followers and for positive leaders?

29. Perspectives on Charisma
The Political Approach
Types of charismatic leaders:
Charismatic giants
Charismatic luminaries
Charismatic failures
Charismatic aspirants

30. Perspectives on Charisma
Charismatic leaders increase their power:
Cultural myths
Public address
Concentric circles

31. Perspectives on Charisma
The Behavioral Approach
Leader behaviors
Leader-follower relations
The situation

32. Perspectives on Charisma
The Attribution Approach
1. Possess a vision that is unique, but attainable
2. Act in an unconventional, counter-normative way
3. Personal commitment & risk
4. Confidence & expertise
5. Personal Power

33. Perspectives on Charisma
The Communication Approach
Relationship builders
Visionaries
Influence agents

34. Perspectives on Charisma
The Dark Side
Differences in:
Power
Vision
Relationship to followers
Communication
Ethics & Morals

35. The Dark Side at Work Failures of vision Misarticulation of goals
Poor management
Who are the charismatic leaders we can agree on?