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Chapter 3
Contingency Approaches
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Chapter Objectives Understand how leadership is often contingent on people
and situations. Apply Fiedler’s contingency model to key relationships
among leader style, situational favorability, and group task performance.
Apply Hersey and Blanchard’s situational theory of leader style to the level of follower readiness.
Explain the path-goal theory of leadership. Use the Vroom-Jago model to identify the correct amount
of follower participation in specific decision situations. Know how to use the power of situational variables to
substitute for or neutralize the need for leadership. Note all action memos in the chapter
Leader’s bookshelf - Wheatley
Nurture relationships with a clear vision, statements of values, expressions of caring, sharing of information, and freedom from strict rules and controls
Focus on the whole, not on the parts in isolation Reduce boundaries between departments to allow
new patterns of relationships Become comfortable with uncertainty and recognize
that any solutions are only temporary Recognize that healthy growth of people and
organizations is found in disequilibrium, not in stability
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Ex. 3.1 Comparing the Universalistic and Contingency Approaches to Leadership
Universalistic Approach
Contingency Approach
Followers
Leader
Situation
Leadership Traits/behaviors
Style Traits
BehaviorPosition
NeedsMaturityTraining
Cohesion
TaskStructureSystems
Env.
Outcomes(Performance, satisfaction,
etc.)
Outcomes(Performance, satisfaction,
etc.)
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Ex. 3.2 Metacategories of Leader Behavior and Four Leader Styles
High Task-LowRelationship
High Task-HighRelationship
Low Task-LowRelationship
High Relationship-Low Task
Low
High
Low HighRELATIONSHIP BEHAVIOR
TAS
K
BE
HA
VIO
R
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Contingency ApproachesContingency 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
Fiedler’s Contingency Theory
Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation
Least Preferred Coworker (LPC) - the person a leader has least preferred to work with over his or her career
Task Structure - degree of clarity, or ambiguity, in the group’s work activities
Position Power - authority associated with the leader’s formal position in the organization
Leader-Member Relations – quality of interpersonal relationships among a leader and group members
Leadership Effectiveness in the Contingency Theory
High LPCrelations oriented
Correlationsbetween leader
LPC & groupperformance
Low LPCtask oriented
1.00.80.60.40.200
-.20-.40-.60-.80
I II III IV V VI VII VIII Unfavorable for leader
Favorable for leader
I II III IV V VI VII VIIILeader-member
relationsG G G G MPoor MPoor MPoor MPoor
Task structure S S U U S S U U
Leader positionpower
Strong Weak Strong Weak Strong Weak Strong Weak
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Fiedler’s theory
Fit between leader’s style (task or relationship) and the situation (favorable or unfavorable)
Both relations and task oriented leaders can be effective in the right situation.
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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
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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)
Can be tailored to individual followers
Hersey-Blanchard Situational Leadership Model
ImmatureEmployees
Low High
High
Low
MatureEmployees
Willing/Able Unwilling/able Willing/unable Unwilling/unable
4 3 2 1
Leader’s concern with task
Leader’s concern
with relationship
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High Moderate Low
R4 R3 R2 R1
Able and willing or confident
Able but unwilling
or insecure
Unable but willing or confident
Unable and unwilling
or insecure
LeaderDirected
FollowerDirected
Follower Readiness
Hersey-Blanchard SituationalLeadership® Model
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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
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Situational Contingencies (p.77)1. Personal Characteristics of group members
Ability, skills, needs, and motivations
2. The work environment Degree of task structure, formal authority
system, work group itself (e.g. quality of relationships and educational level of members)
Ex. 3.5 Leader Roles in the Path-Goal Model
Path Clarification Increase Rewards
Leader defines what followermust 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
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Ex. 3.6 Path-Goal Situations and Preferred Leader Behaviors
Situation Leader Behavior Impact on Follower Outcome
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
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The Vroom-Jago Contingency Model
A contingency model that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions
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Ex. 3.7 Five Leader Decision Styles
Area of Influence by Leader
Area of Freedom for Group
Decide Consult Individually
Consult Group
Facilitate Delegate
See page 81-85
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Substitute and NeutralizerSubstitute: 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
Ex. 3.10 Substitutes and Neutralizers for Leadership
Variable Task-Oriented Leadership
People-Oriented Leadership
Organizational variables
Group cohesivenessFormalizationInflexibilityLow positional powerPhysical separation
Substitutes forSubstitutes forNeutralizesNeutralizesNeutralizes
Substitutes forNo effect onNo effect onNeutralizesNeutralizes
Task characteristics
Highly struct. taskAutomatic feedbackIntrinsic satisfaction
Substitutes forSubstitutes forNo effect on
No effect onNo effect onSubstitutes for
Follower characteristics
ProfessionalismTraining/experienceLow value of rewards
Substitutes forSubstitutes forNeutralizes
Substitutes forNo effect onNeutralizes