1. Colbourne College Organisational Behaviour Unit 12 – Week Twelve
Facilitator: Dr Paul B. Thompson

2. Learning Objective 4
LO 4 Apply concepts and philosophies of organisational behaviour to a given business situation

3. Contingency Models of Leadership
The emphasis on contingency models of leadership is based on a recognition that when a leader who certain traits or who can perform in certain ways is not necessarily going to be effective.
Leadership demands that one takes into account the situation or context in which leadership is exercised.
The effectiveness of a leader who has certain traits or performs in a certain manner depends on, or is contingent on the situation or context.

4. Fiedler’s Contingency Model
Fred Fiedler’s model helps to explain why a leader may be effective on one situation and ineffective in another. It also explains which kinds of managers are likely to be most effective in which situations.
His theory proposes that effective groups depend upon a proper match between the leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader (Robbins, 2001)

5. Fiedler’s Contingency Model
He proposes that the style of the leader, i.e., the manager’s characteristic approach to leadership, can influence his effectiveness. He describes two basic leader styles:
Relationship-oriented
Task-oriented

6. Relationship-Oriented Leaders
They are primarily concerned with developing good relationships with their subordinates and to be liked by them. High-quality interpersonal relationships with subordinates is their focus (Jones & George, 2015).
Fiedler developed the Least Preferred Co-worker (LPC) questionnaire with 16 contrasting adjectives. Respondents were asked to identify the one person they least enjoyed working with by rating him/her on a scale of 1 to 8 for each of the 16 adjectives.

7. Relationship-Oriented Leaders
If the least preferred co-worker is described in relatively positive terms, (high LPC) then the respondent is primarily interested in good personal relations with this co-worker. If a manager described the person whom he is least able to work with in favourable terms, the manager would be relationship oriented (Robbins, 2001).

8. Task-Oriented Leaders
On the other hand, if the least preferred co-worker is viewed in relatively unfavourable terms (low LPC), the leader is primarily interested in productivity and would be regarded as task oriented. The respondents who fell in the mid-range are not the focus of this theory.

9. Fiedler’s Contingency Model
The assumption that Fiedler makes is that leadership style is fixed. Therefore, matching the leader with the situation that best fits the leader’s style is critical. Since the leadership is fixed, it is the situation that would need to be modified for optimum effectiveness, or the leader must be removed (Robbins, p. 319).
What are the situational contingencies that must be matched with the leader’s style for effective leadership?

10. Fiedler’s Contingency Model
Leader-member relations – the degree of confidence, trust, loyalty, and respect members have for their leader. (good or bad)
Task structure – the degree to which the job assignments are structured or unstructured. Tasks are clear-cut. (high or low)
Position power – the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases (i.e. the leader’s legitimate, reward, & coercive powers). (strong or weak)

11. Fiedler’s Contingency Model

12. Fiedler’s Contingency Model
For Fiedler, octants 4, 5, 6, and 7 are best suited for relationship-oriented leaders and octants 1, 2, 3, and 8 are best suited for task-oriented leaders.

13. Fiedler’s Contingency Model
Based on Fiedler’s model, how could leader effectiveness be improved?
- Either change the leader to fit the situation
- or change the situation by restructuring the tasks or increasing or decreasing the powers that the leader has to control factors related to salary, promotions, disciplinary actions.
Do you believe that a leader’s style is basically unchangeable and he/she will not modify it as the situation may dictate?

14. Robert House – Path-Goal Theory (Jones & George, 2015, pp. 341 – 342)
The theory proposes that leaders can motivate subordinates by (1) identifying their desired outcomes, (2) rewarding them for high performance and the attainment of work goals with these desired outcomes, and (3) clarifying for them the paths leading to the attainment of work goals (Jones & George, 2105, p. 340).

15. Robert House – Path-Goal Theory
Four kinds of leadership behaviours that motivate subordinates:
Directive – includes setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance
Supportive – includes expressing concern for subordinates and looking out for their best interests

16. Robert House – Path-Goal Theory
3. Participative – giving subordinates a say in matters and decisions that affect them
4. Achievement-oriented – includes setting challenging goals, expecting that they be met, and believing in subordinates’ capabilities.
The way managers lead, using these behaviours, will be contingent on the nature of the subordinates and the kind of work to be done.

17. Robert House – Path-Goal Theory
Directive – best when subordinates are having difficulty completing tasks; detrimental when subordinates are independent thinkers who work best when left alone.
Supportive – best when subordinates are experiencing high levels of stress.
Participative – best when subordinates’ support of a decision is required.
Achievement-oriented – best when subordinates are bored from having too few challenges; not good when subordinates are already pushed to their limit.

18. Robert House – Path-Goal Theory (Robbins, 2001, pp. 324 – 325)
Directive – when tasks are ambiguous or stressful, not when they are highly structured an well laid out
Supportive – results in high performance an satisfaction when employees are performing structured tasks
Directive – likely to be perceived as redundant with employees with high ability and much experience
Participative – ideal for employees with internal locus of control
Achievement-oriented – will increase employees’ expectancies that effort will lead to high performance when tasks are ambiguously structured.

19. Robert House – Path-Goal Theory
“Employee performance and satisfaction are likely to be positively influenced when the leader compensates for things lacking in either the employee or the work setting. However, the leader who spends time explaining tasks when those tasks are already clear or when the employee has the ability and experience to handle them without interference is likely to be ineffective because the employee will see such directive behaviour as redundant or even insulting” (Robbins, 2001, p. 325).

20. Robert House – Path-Goal Theory

21. Leadership Substitute
A characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary.
Characteristics of subordinates – their skills, abilities, experience, knowledge, and motivation.
Characteristics of the situation – include the extent to which the work is enjoyable and interesting, unambiguous and routine jobs.
Organizational characteristics – explicit formalized goals, rigid rules and procedures, and cohesive work groups can also replace formal leadership.

22. Leadership Substitute

23. Contingency Models - Summary
Effective leadership in organizations and groups occurs when managers take steps to lead in a way that is appropriate for the situation or context in which leadership occurs and for the subordinates who are being led.
The leadership styles must match the situation.
Managers should motivate employees in ways that are appropriate.
Sometimes managers need not exert influence over subordinates (Jones & George, 2015, p. 343).