Foundations of Leadership Studies

 Trait theories  Behavioral theories  Situational/contingency theories  Fiedler's Contingency Model  Path-Goal Theory  Hersey-Blanchard Situational Theory

 Leader Effectiveness = f (leader style, situation favorability)  Group performance is a result of interaction of two factors. ▪ Leadership style ▪ Situational favorableness

 It suggests that an effective group depends on a proper match between a leader’s style of interacting with the subordinates and the degree to which the situation gives control and influence to the leader.

 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

 Fielder developed LPC (Least Preferred Co- Worker) questionnaire which was an instrument to measure whether a person is task or relationship oriented

 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

Relationship oriented: A high LPC score suggests that the leader has a human relations orientation 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. 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 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

 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

Findings of the Fiedler Model Category Leader-Member Relations Task Structure Position Power I Good High Strong II Good High Weak III Good Low Strong IV Good Low Weak V Poor High Strong VI Poor High Weak VII Poor Low Strong VIII Poor Low Weak Good Poor Performance Relationship -Oriented Task-Oriented Favorable Moderate Unfavorable

 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

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

Premise Leader must help followers attaining goals and reduce roadblocks to success Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies)

Leaders can influence subordinates’ motivation by: 1. Teaching employees competencies needed 2. Tailoring rewards to meet employees’ needs 3. Acting to support subordinates’ efforts

“The motivational function of the leader consists of increasing personal payoffs to subordinates for work-goal attainment and making the path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and increasing the opportunities for personal satisfaction with the leader”

 Explanatory Processes – Expectancy Theory  Leader Behaviors  Supportive leadership  Directive leadership  Participative leadership  Achievement-oriented leadership  Situational Variables  Task characteristics  Subordinate characteristics

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.

Directive behavior (task-oriented) Directive behavior (task-oriented) Supportive behavior (employee-oriented) Supportive behavior (employee-oriented) Achievement-oriented behavior (employee-oriented) Participative behavior (employee-oriented)

Personal Characteristics of Subordinates Abilities Self-Confidence Personal Needs and Motivations Perception of Leaders

Work Environment Exercise of Power Culture and Subculture Policies and Rules Structure of Tasks Structure of Tasks Management Philosophy

 Leaders need to choose a leadership style that best fits the needs of subordinates and the task they are doing.

 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

 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.