Discuss the path–goal theory of leadership
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Contingency & Situational Leadership
WEEK 5
Dr Edward Kachab
August 29th
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Contingency Approaches to Leadership
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Learning Objectives
Understand how leadership is often contingent on people and situations
Apply Hersey and Blanchard’s situational theory of leader style to the level of follower readiness
Apply Fiedler’s contingency model to key relationships among leader style, situational favorability, and group task performance
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
Contingency Approaches to Leadership
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Contingency and contingency approaches
Contingency Approaches to Leadership
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Exhibit 3.1 – Comparing the Universalistic and Contingency Approaches to Leadership
Contingency Approaches to Leadership
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Exhibit 3.2 – Meta-Categories of Leader Behavior and Four Leader Styles
Contingency Approaches to Leadership
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Paired Discussion
Do you think leadership style is fixed and unchangeable, or can leaders be adaptable and be flexible with respect to style? Why?
Discuss
Contingency Approaches to Leadership
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Leader’s self-insight 3.1
Contingency Approaches to Leadership
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Situational Theory
Contingency Approaches to Leadership
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Hersey and Blanchard’s Situational Theory—Leader Style
Contingency Approaches to Leadership
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Exhibit 3.3 – The Situational Model of Leadership
Contingency Approaches to Leadership
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Hersey and Blanchard’s Situational Theory—Follower Readiness
Contingency Approaches to Leadership
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Contingency Approaches to Leadership
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Situational Leadership
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Paired Discussion
If you were a first level supervisor of a team of telemarketers, how would you go about assessing the development level of your people?
Do you think most leaders can shift their leadership style to suit the development level of followers?
Discuss
Contingency Approaches to Leadership
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Contingency Approaches to Leadership
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Fiedler’s Contingency Model
https://www.youtube.com/watch?v=qlNx9lj27nY
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Fiedler’s Contingency Model— Leadership Styles
Relationship-oriented leadership
• Concerned with people
• Establishes mutual trust and respect
• Listens to employees’ needs
Task-oriented leadership
• Motivated by task accomplishment
• Provides clear direction and performance standards
Measure with a least preferred coworker (LPC) scale
Contingency Approaches to Leadership
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Situation
Contingency Approaches to Leadership
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Exhibit 3.4 – Fiedler’s Classification: How Leader Style Fits the Situation
Contingency Approaches to Leadership
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Paired Discussion
Consider Fiedler’s theory as in Figure 3.4. How often do you think very favourable, intermediate, or very unfavourable situations occur to leaders in real life?
Discuss
Contingency Approaches to Leadership
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Path–Goal Theory
Contingency Approaches to Leadership
Path–Goal Theory
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Exhibit 3.5 – Leader Roles in the Path–Goal Model
Contingency Approaches to Leadership
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Leader Behavior
Contingency Approaches to Leadership
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Leader Behavior (continued)
Contingency Approaches to Leadership
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Situational Contingencies
Personal characteristics of group members
• Ability and skills
• Needs and motivations
Work environment
• Degree of task structure
• Nature of the formal authority system
• Work group itself
Contingency Approaches to Leadership
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Exhibit 3.6 – Path–Goal Situations and Preferred Leader Behaviors
Contingency Approaches to Leadership
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Paired Discussion
Think back to teacher you have had, and identify one each who fits a supportive style, a directive style, participative style, and achievement- oriented style according to the path- goal theory. Which style you find most effective and why?
Discuss
Contingency Approaches to Leadership
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The Vroom–Jago Contingency Model
Contingency Approaches to Leadership
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The Vroom–Jago Contingency Model (continued)
Situational factors shape the likelihood that either a participative or autocratic approach will produce the best outcome
Tells the leader precisely the correct amount of participation by subordinates to use in making a particular decision
Contingency Approaches to Leadership
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Exhibit 3.7 – Five Leader Decision Styles
Contingency Approaches to Leadership
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Diagnostic Questions
Contingency Approaches to Leadership
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Diagnostic Questions (continued)
Contingency Approaches to Leadership
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Selecting a Decision Style
Timesaving-based model
• Use when a decision has to be made immediately
Development-based model
• Use when it is important to develop the thinking and decision-making skills of followers
Contingency Approaches to Leadership
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Exhibit 3.8 – Timesaving-Based Model
Contingency Approaches to Leadership
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Exhibit 3.9 – Employee Development-Based Model
Contingency Approaches to Leadership
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Paired Discussion
Do you think leaders should decide on a participative style based on the most efficient way to reach the decision? Should leaders sometimes let people participate for other reasons?
Discuss
Contingency Approaches to Leadership
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Substitutes for Leadership
Contingency Approaches to Leadership
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Exhibit 3.10 – Substitutes and Neutralizers for Leadership
Contingency Approaches to Leadership
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Paired Discussion
Consider the leadership position of a managing partner in a law firm. What task, subordinate, and organisational factors might serve as substitutes for leadership in this situation?
Discuss
Contingency Approaches to Leadership
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Case Study
An Impossible Dream
Page 94
Case posted on LEO
In your groups answer all
questions!
Contingency Approaches to Leadership
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Group Presentation
Next Week:
Consolidated Products
Group 5
Presentation (30 min)
Q&A (10 min)
Contingency Approaches to Leadership
