1. Contingency Leadership Theories
Chapter 4
Contingency Leadership Theories

2. Learning Objectives
Distinguish between leadership theories and leadership models
Understand Global Contingency Leadership
Describe Fiedler’s Contingency Leadership Model
Understand the least preferred co-worker scale

3. Learning Objectives
Understand the concept of situational favorableness and how it applies to Fiedler’s Contingency Leadership Model
Describe the Leadership Continuum Model
Describe the Path-Goal Leadership Model
Describe the Normative Leadership Model
Distinguish between the characteristics of the Time-Driven and Development-Driven Models

4. Learning Objectives Describe Hersey’s Situational Leadership Model
Distinguish between Prescriptive and Descriptive Models
Describe Substitutes for Leadership Theory

5. Leadership Theories vs. Leadership Models
A leadership theory is an explanation of some aspect of leadership, which is used to better understand, predict, and control successful leadership
A leadership model is an example for emulation (application) or use in a given situation

6. Contingency Leadership Theories
Attempt to explain the appropriate leadership style based on the leader, followers, and situation
Global contingency leadership

7. Fiedler’s Contingency Leadership Model
Is used to determine if a person’s leadership 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

8. Leadership Style and the Least Preferred Co-Worker Scale (LPC)
Determine whether your dominant leadership style is task-oriented or relationship-oriented by completing the least preferred coworker (LPC) scales

9. Situational Favorableness
Refers to the degree to which a situation enables the leader to exert influence over the followers
The more control the leader has over the followers,, the more favorable the situation is for the leader
Leader-member relations
Task structure
Position power

10. Fiedler Contingency Leadership Model
If the manager’s LPC leadership style matches the situation, the manager does nothing. If the LPC leadership style does not match the situation, the manager changes the situation to match his or her LPC leadership style.
4–10

11. Leadership Continuum Model
Is used to determine which one of seven styles to select, based on one’s use of boss-centered versus subordinate-centered leadership, to meet the situation (boss, subordinates, situation) in order to maximize performance

12. Leadership Continuum Model Variables: Boss
The leader’s personality and behavioral preferred style is considered in selecting a leadership style
Is based on:
Experience
Expectations
Values
Background
Knowledge
Feeling of security
Confidence in the subordinates

13. Leadership Continuum Model Variables: Subordinates
The followers’ preferred style for the leader is based on:
Personality
Behavior

14. Leadership Continuum Model Variables: Situation
The environmental considerations are considered in selecting a leadership style
Includes the organization’s:
Size
Structure
Culture
Goals
Technology
Time

15. Tannenbaum and Schmidt’s Leadership Continuum Model
Autocratic Style
Participative Style 1.
Leader makes decision and announces it to followers individually or in a group
without discussion. 2.
Leader makes decision and convinces followers that it is a good idea. 3.
Leader presents decision and ask if there are any questions. 4.
Leader presents tentative decision subject to change based on input. 5.
Leader states the situation, asks for a recommended decision, then makes the decision. 6.
Leader lets followers make a decision within set limits. 7.
Leader allows followers to make ongoing decisions.

16. Path-Goal Leadership Model
Is used to select the leadership style (directive, supportive, participative, or achievement-oriented) appropriate to the situation (subordinate and environment) to maximize both performance and job satisfaction

17. Path-Goal Leadership Model
Motivation is increased by:
Clarifying the follower’s path to the rewards that are available
Increasing the rewards that are valued and wanted by the followers

18. Situational Factors Subordinate Authoritarianism Locus of control
Ability

19. Situational Factors (cont.)
Environment
Task structure
Formal authority
Work group

20. Leadership Styles Directive The leader provides high structure
Is appropriate when:
The followers want authority leadership
The followers have external locus of control
Follower ability is low
The environmental task is complex or ambiguous
Formal authority is strong
The work group provides job satisfaction

21. Leadership Styles (cont.)
Supportive
The leader provides high consideration
Is appropriate when:
The followers do not want authority leadership
The followers have internal locus of control
Follower ability is high
The environmental tasks are simple
Formal authority is weak
The work group does not provide job satisfaction

22. Leadership Styles (cont.)
Participative
The leader includes employee input into decision making
Is appropriate when:
Followers want to be involved
Followers have internal locus of control
Follower ability is high
The environmental task is complex
Authority is either strong or weak
Job satisfaction from coworkers is either high or low

23. Leadership Styles (cont.)
Achievement-oriented
The leader provides both high directive (structure) and high supportive (consideration) behavior
Is appropriate when:
Followers are open to autocratic leadership
Followers have external locus of control
Follower ability is high
The environmental task is simple
Authority is strong
Job satisfaction from coworkers is either high or low

24. Normative Leadership Model
Has a time-driven and development-driven decision tree
Enables a user to select one of five leadership styles (decide, consult individually, consult group, facilitate, and delegate) appropriate for the situation (seven questions/variables) to maximize decisions

25. Normative Leadership Model Variables Within the Contingency Leadership Framework
FOLLOWERS LEADER SITUATION
Development-Driven 3. Leader Expertise Time-Driven
Decision Model Decision Model
2. Importance of commitment 1. Decision significance
4. Likelihood of commitment
5. Group support for objectives
6. Group expertise
7. Team competence
LEADERSHIP STYLES
Decide (Directive)
Consult individually
Consult group
Facilitate
Delegate

26. Characteristics of the Time-Driven Model
Focus
The model is concerned with making effective decisions with minimum costs
Time is costly, as it takes longer for groups to make decisions that the leader alone
Value
Value is placed on time
No value is placed on follower development
Orientation
The model has a short-term horizon

27. Characteristics of the Development-Driven Model
Focus
The model is concerned with making effective decisions with maximum development of followers
Follower development is worth the cost
Value
Value is placed on follower development
No value is placed on time
Orientation
The model has a long-term horizon, as development takes time

28. Hersey’s Situational Leadership Model
Leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers

29. Hersey’s Situational Leadership Model

30. Prescriptive and Descriptive Models
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

31. Leadership Substitutes Theory
There are factors outside the leader’s control that have a larger impact on outcomes than do leadership actions
Include characteristics of the followers, task, and organization that replace the need for a leaders or neutralize leader’s behavior