2. © 2009 Jones and Bartlett Publishers Chapter 10 Contingency Theories of Leadership

3. © 2009 Jones and Bartlett Publishers Contingency Leadership Possessing knowledge, skills and abilities to respond to changing situations. Possessing knowledge, skills and abilities to respond to changing situations.

4. © 2009 Jones and Bartlett Publishers Fiedler’s Contingency Theory

5. © 2009 Jones and Bartlett Publishers Path-Goal Leadership Theory

6. © 2009 Jones and Bartlett Publishers Tannenbaum and Schmidt’s Continuum of Leadership Behavior

7. © 2009 Jones and Bartlett Publishers Hersey and Blanchard’s Situational Leadership Model

8. © 2009 Jones and Bartlett Publishers Leader-Member Exchange Theory Vertical Linkage Dyad (VDL) – leaders develop dyadic (two-person) relationships with subordinates.Vertical Linkage Dyad (VDL) – leaders develop dyadic (two-person) relationships with subordinates. In-Group/Out-Group – leaders cognitively assign subordinates to either in- or out-groups.In-Group/Out-Group – leaders cognitively assign subordinates to either in- or out-groups. Leader-Member Exchange (LMX) – examines the characteristics of individuals belonging to the in-group and the in-group members’ dyadic relationship with leaders.Leader-Member Exchange (LMX) – examines the characteristics of individuals belonging to the in-group and the in-group members’ dyadic relationship with leaders.

9. © 2009 Jones and Bartlett Publishers Chapter 11 Contemporary Leadership Theories

10. © 2009 Jones and Bartlett Publishers Transactional vs. Transformational Transactional leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates through consideration of performance and reward.Transactional leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates through consideration of performance and reward. Transformational leadership is directed toward the influence and management of institutional change and innovation through revitalization and visionTransformational leadership is directed toward the influence and management of institutional change and innovation through revitalization and vision (Dessler, 1998)

11. © 2009 Jones and Bartlett Publishers Characteristics of Transformational Leaders Identify themselves as change agentsIdentify themselves as change agents Exhibit courageExhibit courage Trust peopleTrust people Value drivenValue driven Value lifelong learning.Value lifelong learning. Possess the capability to face complexity, ambiguity, and uncertaintyPossess the capability to face complexity, ambiguity, and uncertainty Imaginative, creative, innovative, and visionary.Imaginative, creative, innovative, and visionary.

12. © 2009 Jones and Bartlett Publishers Other Transformational Leadership Approaches Symbolic leaderSymbolic leader Super-leadershipSuper-leadership

13. © 2009 Jones and Bartlett Publishers Need for Transformational Leadership in the Healthcare Industry GlobalizationGlobalization Improve quality while containing costsImprove quality while containing costs Nurse-case management programsNurse-case management programs Infusion of new technologyInfusion of new technology Alternative therapiesAlternative therapies Seek to make healthcare workers part of the solution (empowerment)Seek to make healthcare workers part of the solution (empowerment)

14. © 2009 Jones and Bartlett Publishers Charismatic Leader Charismatic leaders are individuals who exhibit: High levels of self-confidence,High levels of self-confidence, High levels of trust in subordinates,High levels of trust in subordinates, High expectations for subordinates,High expectations for subordinates, Ideological vision and purpose through personal example.Ideological vision and purpose through personal example.

15. © 2009 Jones and Bartlett Publishers Characteristics of Ethical Charismatic Leaders

16. © 2009 Jones and Bartlett Publishers Attribution Theory of Leadership Attribution theory of leadership focuses on traits that people consider when they characterize a person as a leader: 1.Subjective nature of leadership, 2.The charismatic qualities of the leader, and 3.Transformational behavior of the leader. IMPORTANT: Remember that attribution is based on perceived, not actual, determinants, and that leadership is merely an attribution that people make about other individuals.

17. © 2009 Jones and Bartlett Publishers Visionary Leadership Visionary leaders are able to develop, communicate and foster change or transformational ideas toward the accomplishment of organizational goals through the commitment of resources and infusion of available talents. Visionary leaders are able to develop, communicate and foster change or transformational ideas toward the accomplishment of organizational goals through the commitment of resources and infusion of available talents. The visionary leader manages the transformational change. The visionary leader manages the transformational change.

18. © 2009 Jones and Bartlett Publishers Servant Leadership Servant leadership is an approach to managing people that begins with a “clear and compelling vision that excites passion in the leader and commitment in those who follow” (Blanchard & Hodges, 2003). Servant leadership is an approach to managing people that begins with a “clear and compelling vision that excites passion in the leader and commitment in those who follow” (Blanchard & Hodges, 2003). A leader who seeks to serve.

19. © 2009 Jones and Bartlett Publishers Emotional Intelligence Emotional intelligence (EI) involves the self- assessment of one’s own feeling and the feeling of others to guide one’s own thinking and action. Emotional intelligence (EI) involves the self- assessment of one’s own feeling and the feeling of others to guide one’s own thinking and action.

20. © 2009 Jones and Bartlett Publishers Emotional Intelligence Five characteristics: 1.Self-awareness 2.Self-management or regulation 3.Self-motivation 4.Empathy or social awareness 5.Social skills

21. © 2009 Jones and Bartlett Publishers End