1. 1 Contingency Approaches

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

3. 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 Fiedler’s contingency model : a model designed to diagnose whether a leader is task-oriented or relationship- oriented and match leader style to the situation

4. 4 Ex. 3.2 Metacategories of Leader Behavior and Four Leader Styles High Task-Low Relationship High Task-High Relationship Low Task-Low Relationship High Relationship -Low Task Low High LowHigh RELATIONSHIP BEHAVIOR TASK BEHAVIOR

5. 5 Situational Theory 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

6. Situational Theory 6

7. 7 Ex. 3.4 Hersey and Blanchard’s Situational Theory of Leadership Follower CharacteristicsAppropriate 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)

8. 8 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

9. 9 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 clarifies follower’s work role Follower has increased knowledge & confidence to accomplish outcomes Leader learns follower’s needs Leader matches follower’s needs to rewards if work outcomes are accomplished Leader increases value of work outcomes for follower Follower displays increased effort and motivation Organizational work outcomes are accomplished

10. 10 Ex. 3.6 Path-Goal Situations and Preferred Leader Behaviors SituationLeader BehaviorImpact on FollowerOutcome Supportive Leadership Directive Leadership Achievement- Oriented Leadership Participative Leadership Followers lack self-confidence Ambiguous job Lack of job challenge Incorrect reward Increases confidence to achieve work outcomes Clarifies path to reward Set and strive for high goals Clarifies followers’ needs to change rewards Increased effort; improved satisfaction and performance

11. 11 Ex. 3.7 Five Leader Decision Styles Area of Influence by Leader Area of Freedom for Group DecideConsult Individually Consult Group Facilitate Delegate

12. 12 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

13. 13 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 Substitutes for No effect on Neutralizes Task characteristics Highly struct. task Automatic feedback Intrinsic satisfaction Substitutes for No effect on Substitutes for Follower characteristics Professionalism Training/experience Low value of rewards Substitutes for Neutralizes Substitutes for No effect on Neutralizes

14. 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.”

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

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

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

18. 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.

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