1. Contingency Theories of Leadership Wofford & Liska (1993) Graeff (1997) Howell et al. (1990) Peters et al. (1985)

2. Agenda – July 5, 2005 Reminders Questions, Comments, and Concerns Contingency Theories of Leadership Path-Goal Theory Situational Leadership Theory Substitutes for Leadership Fiedler’s Contingency Theory Break TRP 7 Thursday

3. Reminder Your Final SAP and TRP are Due Thursday…the Last Class

4. In Honor of Your Final Class… Pizza and Beverages Will Be Provided

5. Turn in SAP 7 Please Pass to the Aisle and then Pass Forward Thanks

6. Questions, Comments, or Concerns? The Presence of What Two Factors Cause Decision Making Quality to Plummet? Why Is LMX Referred to as a “Dyadic” Theory?

7. Contingency Theories of Leadership The “Interaction” Perspective of Leadership Path-Goal Theory Situational Leadership Theory Substitutes for Leadership Fiedler’s Contingency Theory

8. Path-Goal Theory Leaders Influence Satisfaction and Performance Increase Subordinate Outcomes By: Clarifying Path to Goals Reducing Roadblocks to Goals Increase JS on the Way Links to VIE Inclusion of Task Characteristics and Subordinate Characteristics 4 Types of Leaders Supportive (Boring) Directive (Unstructured) Participative (Complex) Achievement-Oriented (High nACH Employees) Mixed Results

9. Causal Model for Supportive Leader on Subordinate Effort Reduce boredom Make more tolerable Increase confidence And lower anxiety Increase intrinsic Value of work Increase effort-performance expectation Supportive leadership Increase effort *Yukl (1998). Leadership in organizations (4 th Edition). Upper Saddle River, NJ: Prentice Hall.

10. Causal Model for Directive Leadership on Subordinate Effort Reduce role ambiguity Increase incentives Strengthen reward contingencies Increase effort-perform expectation Increase valence for task success Increase perform-reward expectation Directive leadership Increased effort *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall.

11. Situational Leadership Hersey & Blanchard (1977) Leadership Depends of “Maturity” of Followers Job Maturity (KSAs) Psychological Maturity (Self-Efficacy) Minimal to Moderate Maturity = Supportive Moderate to Maximum Maturity = Directive Developmental Interventions Simple vs. Contingency Contracting

12. Hersey & Blanchard’s Model Supportive Directive M1M2M3M4 Follower Maturity Little Much Amount of Behavior *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall.

13. Substitutes for Leadership Kerr & Jermier (1978) Identify Aspects of Situation that Minimize Need for Leaders Substitutes (Task, Organization, Roles, Subordinate Characteristics) Neutralizers (Reward, Authority, External) Substitutes Make Leaders Redundant Strong Support for Substitutes and Neutralizers

14. Summary of Substitutes Model Substitute or NeutralizerSupportive LeadershipInstrumental (Directive) Leadership A.Subordinate Characteristics 1.Experience, ability, training 2.Professional orientation 3.Indifference toward reward Substitute Neutralizer Substitute Neutralizer B. Task Characteristics 1.Structured, routine 2.Feedback provided by task 3.Intrinsically satisfying Substitute C. Organization Characteristics 1.Cohesive workgroup 2.Low position power 3.Formalization 4.Inflexibility 5.Dispersed worksites Substitute Neutralizer Substitute Neutralizer Substitute Neutralizer Kerr & Jermier (1978)

15. Fiedler’s Contingency Theory Fiedler (1964, 1967) Situation Moderates Leader Effectiveness and Subordinate Traits Based on “Least Preferred Coworker” (LPC) Indicates Leader’s Motive Hierarchy (nAFF) High LPC is Considerate Low LPC is Directive Based on Situational Favorability Leader-Member Relations, Position Power, Task Structure

16. Fiedler’s LPC Model Group performanceLeader’s LPC Leader-member relations Leader position power Task structure * Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall.

17. Break 20 Minute Break

18. TRP 7

19. Thursday Last Class Pizza Party! SAP and TRP 8 Due Transformational, Transactional, and Charismatic Leadership Conger & Kanungo (1987) Kuhnert & Lewis (1987) Judge & Piccolo (2004)