Contingency Approach 2

WELCOME

what is leadership? • “The ability to influence a group toward the achievement of goals” (Stephen P Robbins) • “A social influence process in which the leader seeks the voluntary participation of subordinates in an effect to reach organizational objectives” (Schrieshen)

CONTENT • THE FIDLER MODEL • SITUATIONAL LEADERSHIP TEORY • PATH-GOAL THEORY • PARTICIPATION MODEL • SUMMARY

Fiddler Contingency model “The theory that explains

effective groups depend upon a proper match between leader’s styles of interaction an the degree to which the situation gives control an influence to the leader”

LEADERSHIP STYLES • Least-preferred co-worker (LPC) questionnaire – Determines leadership style by measuring responses to 16 pairs of contrasting adjectives. »High score: a relationshiporiented leadership style »Low score: a task-oriented leadership style

Identify the situation Leader –member relation- Degree of trust confidence and respect members have in their leaders Task structure- Degree to which job tasks are procedurized,structured and unstructured Position power- the degree of influence the leader has on the power variables, like hiring, firing, promotion, increment, disciplinary action

Findings of the Fiedler Model

Situational leadership theory • Develop by paul Hersey and ken Blanchard • Situational leadership is contingency theory that focused on the followers • Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard argue is contingent on the level of the followers readiness

HERSEY & BLANCHARD’S SITUATIONAL LEADERSHIP MODEL

DIRECTING – Leader decides on course of action and announces it. – High task, low relationship. COACHING – Leader decides on course of action and sells it. – High task, high relationship. SUPPORTING – Leader involves followers in the decision making process. – High relationship, low task. DELIGATING – Leader allows followers to decide/implement. – Low relationship, low task

Situational Leadership Significance

• Hersey & Blanchard’s theory provides a useful and understandable framework for situational leadership. The model suggests that there is no one best • leadership style for all situations. Manager’s leadership style must be adaptable • and flexible to meet the changing needs of employees and situation. – Know your style. – Match your style to follower maturity and task situation.

Path-Goal Theory of Leadership • Develop by Robert House. • “ the theory that explains a leader behavior is acceptable to subordinates in so far as they view it as a source of either immediate or future satisfaction” • Effective leaders clarify the “path” for followers to attain “goals”

Types of leaders • Directive leadership- characterized by a leader who informs subordinates what is expected of them and provides specific guidance. • Supportive Leadership- characterized by a leader who is friendly and approachable and shows concerns for the status, wellbeing, and personal needs of the subordinates.

• Participative leadership-characterized by a leader who consults with subordinates and asks for their suggestions before making a decision. • Achievement-oriented leadershipcharacterized by a leader who sets challenging goals, expected subordinates to perform at best, and shows confidence that subordinates will perform well

THE PARTICIPATION MODEL • Victor Vroom and Phillip Yetton developed a leader participation model. • This model related leadership behavior participation in decision making • This theory based on a sequential set of rules for determining the form and amount of follower participation in decision making in a given situation.

Leader Participation Model -seven Contingencies – Decision significance – Importance of commitment – Leader expertise – Likelihood of commitment – Group support – Group expertise – Team competence

Leadership Styles in the Participation Model

• Decide: Leader makes the decision alone and either announces or sells it to group. • Consult Individually: Leader presents the problem to group members individually, gets their suggestions, and then makes the decision. • Consult Group: Leader presents the problem to group members in a meeting, gets their suggestions, and then makes the decision.

• Facilitate: Leader presents the problem to the group in a meeting and, acting as facilitator, defines the problem and the boundaries within which a decision must be made. • Delegate: Leader permits the group to make the decision within prescribed limits

Summary • THE FIDLER MODEL • SITUATIONAL LEADERSHIP TEORY • PATH-GOAL THEORY • PARTICIPATION MODEL

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