1. Motivational theories Contemporary Theories of Leadership
Theory X vs Theory Y (McGregor)
In” The Human Side of Enterprise, McGregor compared 2 sets of beliefs about human nature” (1960).
Theory Z (Ouchi). Ouchi expanded Theory Y. Theory Z was mainly developed from a study of successful Japanese organizations:
subtle and indirect supervision
collective decision making
long term employment
slower but more predicable promotions
holistic concern for employees.
Hygiene and Motivation (Herzberg)

2. Contemporary Theories of Leadership Situational appraches - I
Appropriate leadership style is based on the leader, followers and situation

3. Contingency models Fiedler’s contingency model
Goal-Path Theory of House_1970’s
Leader Participation Model (Vroom & Yetton)

4. Contingency Theory [Fiedler: 1967]
The situation has to be adapted to the leader
3 factors are important for leadership conditions:
Leader-member relations
Task structure
Position power
These situational factors produce 8 octants [see F&S] ranging from very favourable to very unfavourable for the leader

5. Fiedler’s Contingency Theory
First situational leadership theory
Engineer the job to fit the leader rather than adapting the style of the leader to the situation.
LPC-scores (Least Preferred Coworker differentiate between relation-oriented and task-oriented leaders.
A favourable leadership situasjon is when:
Followers have positive relation to their leader
Tasks are structured
Leader enjoys high levels of power

6. Leader effectiveness
Task-oriented leaders tend to do well in situations that are either very favourable or very unfavourable.
Relation-oriented leaders do well in situations of intermediate favourability.
Leadership styles are constant. It is a reflection of personality and behavior.

7. Effective leadership varies with the situation

9. Situational appraches - II
Appropriate leadership style is based on the leader, followers and situation

10. Goal-Path-Theory
The leader influences the followers’ perception of work goals, personal goals and paths to goal attainement.
Important factors: the scope of the task to be done, role ambiguity, the employer expectations and the perception of the task.
Leader action: clarify the relationship between the path of the employee and the goal to be reached.

11. Contingency Factors Task Contingency Factors: degree of structure,
degree of satisfaction,
degree of task feedback
Followers Contingency variables:
need for independence,
ability, experience, training,
- professional orientation

12. National culture as a Contingency Variable
As a situational factor, national culture influences ledership style:
Autocratic styles tend to work best in High Power-Distance countries, and
Participative styles in Low Power-Distance countrie
See: Hofstedets studies.

13. Yukl Multiple Lincage Model

15. Situational appraches-III
Appropriate leadership style is based on the leader, followers and situation

16. Normative Theory of Leadership
Vroom & Yetton (1973)
Leadership behaviours is described through participation
Leadership is decision-making
Effective decisions are judged through: QAT [Quality. Acceptance & Time]

17. Vroom & Yetton’s styles of leadership
Three types of leadership:
Autocratic
Consultative
Group
This gives 5 styles of leadership
AI= Leader makes decision alone
AII= Leader seeks information but makes decision alone
CI= Leader seeks information and opinions, then makes decision
CII= Leader meets with group but makes final decision
GII= Leader meets with group, group makes decisions

18. Vroom & Yetton
1) Leader information Rule
2) Goal Congruence Rule
3) Unstructured Problem Rule
4) Acceptance Rule
5) Conflict Rule
6) Fairness Rule
7) Acceptance Priority Rule
The leader adopts the appropriate decision by applying 7 rules: