1. Contingency Approaches

2. Ex. 3.1 Comparing the Universalistic and Contingency Approaches to Leadership
Outcomes
(Performance, satisfaction, etc.)
Universalistic Approach
Leadership Traits/behaviors
Leader
Style
Traits
Behavior
Position
Contingency Approach
Outcomes
(Performance, satisfaction, etc.)
Needs
Maturity
Training
Cohesion
Task
Structure
Systems
Env.
Followers
Situation

3. Contingency Approaches
Contingency approaches: approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively
The answer then is:
That the answer depends on leader, follower, and situation variables. Leaders skills will differ and situation will differ in each case.

4. Contingency Approaches
Ultimately, the leader, the followers, and the situation must match for true leadership to take place!

5. Let’s take a look at Leader Behavior and Four Leader Styles
High
High Task-Low
Relationship
High Task-High
Relationship
BEHAVIOR
TASK
Low Task-Low
Relationship
High Relationship
-Low Task
Low
Low
RELATIONSHIP BEHAVIOR
High

6. Qualities that influence a Leader
Vision

7. Qualities that influence a Leader
Vision
Ability

8. Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality

9. Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability

10. Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability
Concern for others

11. Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability
Concern for others
Self Confidence

12. Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability
Concern for others
Self Confidence
Integrity

13. Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability
Concern for others
Self Confidence
Integrity
Charisma

14. Situational Theory Let’s look at Situational approaches
Hersey and Blanchard’s extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior

15. Situational Theory
Chart:

16. Ex. 3.4 Hersey and Blanchard’s Situational Theory of Leadership
Follower Characteristics
Appropriate Leader Style
Low readiness level
Moderate readiness level
High readiness level
Very high readiness level
Telling (high task-low relationship)
Selling (high task-high relationship)
Participating (low task-high rel.)
Delegating (low task-low relationship)

17. Path-Goal Theory
A contingency approach to leadership in which the leader’s responsibility is to increase subordinates’ motivation by clarifying the behaviors necessary for task accomplishment and rewards

18. Ex. 3.5 Leader Roles in the Path-Goal Model
Path Clarification
Increase Rewards
Leader defines what follower
must do to attain work outcomes
Leader learns follower’s needs
Leader clarifies follower’s work role
Leader matches follower’s needs to rewards if work outcomes are accomplished
Follower has increased knowledge & confidence to accomplish outcomes
Leader increases value of work outcomes for follower
Follower displays increased effort and motivation
Organizational work outcomes are accomplished

19. Ex. 3.6 Path-Goal Situations and Preferred Leader Behaviors
Impact on Follower
Outcome
Followers lack self-confidence
Supportive Leadership
Increases confidence to achieve work outcomes
Directive Leadership
Increased effort; improved satisfaction and performance
Ambiguous job
Clarifies path to reward
Achievement-Oriented Leadership
Lack of job
challenge
Set and strive for high goals
Participative Leadership
Clarifies followers’ needs to change rewards
Incorrect
reward

20. Ex. 3.7 Five Leader Decision Styles
Area of Freedom for Group
Area of Influence by Leader
Decide
Consult Individually
Consult Group
Facilitate
Delegate

21. Substitute and Neutralizer
Substitute: a situational variable that makes leadership unnecessary or redundant
Neutralizer: a situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors

22. Ex. 3.10 Substitutes and Neutralizers for Leadership
Variable
Task-Oriented Leadership
People-Oriented Leadership
Organizational variables
Group cohesiveness
Formalization
Inflexibility
Low positional power
Physical separation
Substitutes for
Neutralizes
No effect on
Task characteristics
Highly struct. task
Automatic feedback
Intrinsic satisfaction
Follower characteristics
Professionalism
Training/experience
Low value of rewards

23. Filling the “GAPS” JACK WELCH
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others and filling the Gaps.”

24. Through Individualized Leadership
Vertical Dyad Linkage
Leader Member Exchange (LMX)
Partnership Building
Systems and Networks

25. Through Communication
Build Relationships
Create the sense of Community
Remember to ask questions
Maintain Open Channels of Communication

26. Through Leadership Remember that everything filters down
Allow for opportunities
Seek to Engage
Don’t Delegate. Motivate!

27. Through Empowerment
Empowerment is the delegation of power or authority to subordinates in the organization
Are they a “4” or are they a “5”?
Share the Power.

28. Through Tools Personal Evaluations One on One meetings
Building rapport with your team
Going to meetings
Having outings
Team Building Exercise
Though Conferences