1. Early Contingency Theories of Effective Leadership
Chapter 6
Early Contingency Theories of
Effective Leadership

2. Learning Objectives
Understand why it is necessary to consider the leadership situation when studying leadership
Understand how aspects of the situation can enhance or diminish the effects of leader behavior.
Understand how aspects of the situation can serve as a substitute for the influence of formal leaders
Understand the primary contingency theories of effective leadership

3. Learning Objectives (Cont.)
Understand the conceptual weaknesses of each contingency theory
Understand the findings from empirical research on contingency theories and the limitations of this research
Understand the implications of situational theories for improving leadership
Understand the limitations of the research on contingency theories

4. LPC Contingency Theory
LPC Score
High LPC – A leader primarily motivated to have close, interpersonal relationships with other people
Low LPC – A leader primarily motivated by achievement of task objectives
Situational Variables
Leader-member relations
Position Power
Task Structure

5. LPC Propositions
Table: Relationships in the LPC Contingency Model

6. Causal Relationships in the LPC
Figure: Causal Relationships in the LPC Contingency Model.

7. LPC Contingency Model Research on the Theory Conceptual Weaknesses
Research tends to support most quadrants in the model
Based on correlational results
Ways the different situational variables are combined
Conceptual Weaknesses
LPC score a “measure in search of a meaning”
Descriptive, not predictive
Neglects medium LPC leaders (who probably outnumber high or low LPCs)

8. Path-Goal Theory of Leadership
“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”

9. Path-Goal Theory of Leadership (Cont.)
Explanatory Processes – Expectancy Theory
Leader Behaviors
Supportive leadership
Directive leadership
Participative leadership
Achievement-oriented leadership
Situational Variables
Task characteristics
Subordinate characteristics

10. Path-Goal Causal Relationships
Figure: Causal Relationships in Path-Goal Theory of Leadership.

11. Path-Goal Theory Major Propositions
Figure: Causal Relationships for Effects of Directive Leadership on Subordinate.
Figure: Causal Relationships for Effects of Supportive Leadership on Subordinate.

12. Path-Goal Theory Research on the Theory Conceptual Weaknesses
Mixed results
Conceptual Weaknesses
Reliance on expectancy theory
Reliance on broad categories of leader behavior
Questionable hypothesized relationships
Considering each type of leadership behavior separately

13. Situational Leadership Theory
Figure: Prescribed Level of Behavior in the Situational Leadership Theory.

14. Leadership Substitutes Theory
Table: Substitutes and Neutralizers for Supportive and Instrumental Leadership

15. Multiple-Linkages Model
Figure: Causal Relationships in the Multiple Linkage Model.

16. Conditions Affecting the Intervening Variables in the Multiple Linkages Model
Table: Conditions Affecting the Intervening Variables in the Multiple-Linkage Model

17. Conditions Affecting the Intervening Variables in the Multiple Linkages Model (Cont.)
Table: Conditions Affecting the Intervening Variables in the Multiple-Linkage Model

18. Leader Actions to Deal with Deficiencies in Intervening Variables

19. Leader Actions to Deal with Deficiencies in Intervening Variables (Cont.)
Table: Leader Actions to Deal with Deficiencies in Intervening Variables

20. Cognitive Resources Theory
Figure: Primary Causal Relationships in the Cognitive Resources Theory.

21. General Evaluation of Contingency Theories
Table: Comparison of Contingency Theories

22. Guidelines for Managers
Maintain situational awareness
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 a crisis occurs
Monitor a critical task or unreliable person more closely
Provide more coaching to an inexperienced subordinate
Be more supportive to someone with a highly stressful task

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