Chapter 3 Slide 3 1 Contingency Theories of

Chapter 3 Slide 3 -1 Contingency Theories of Leadership Irwin/Mc. Graw-Hill The Mc. Graw-Hill Companies, Inc. © 1999

Chapter Goals Slide 3 -2 + The goal of this chapter is to review the four better known contingency theories of leadership, as well as show their similarities. Irwin/Mc. Graw-Hill The Mc. Graw-Hill Companies, Inc. © 1999

Normative Decision Model Slide 3 -3 + The Normative Decision Model, developed by Vroom and Yetton, is solely directed at determining how much input subordinates should have in the decisions making process. Irwin/Mc. Graw-Hill The Mc. Graw-Hill Companies, Inc. © 1999

Decision-making processes Slide 3 -4 + To determine which situational and follower factors affect the level of participation and group performance, Vroom and Yetton investigated the decision-making processes leaders use in group settings. They discovered a continuum of decision-as seen in the next slide. Irwin/Mc. Graw-Hill The Mc. Graw-Hill Companies, Inc. © 1999

Continuum of decision-making processes Slide 3 -5 Leader Decision Outcomes: process Decision B. Does leader have sufficient information? quality Decision acceptance Subordinate development D. Acceptance important for implementation? Followers E. If decision made is solely by leader, will it be accepted by subordinates? F. Do subordinates share organizational goals? G. Is conflict over preferred solution likely? Irwin/Mc. Graw-Hill A. Quality requirement? C. Is problem structured? Situation The Mc. Graw-Hill Companies, Inc. © 1999

The Situational Leadership Theory, developed by Hersey and Blanchard, answers the following questions: Slide 3 -6 + Is there an optimum way for leaders to adjust their behavior with different followers and thereby increase their likelihood of success? + If so, then what factors should the leader base his behavior on? Irwin/Mc. Graw-Hill The Mc. Graw-Hill Companies, Inc. © 1999

Situational Leadership Theory and the Interactional Framework Slide 3 -7 Leader Telling: Selling: high task, low relationiship high task, high relationship Participating: low task, low relationship Delegating: low task, low relationship Decision to use developmental intervention Outcomes: Task accomplishment Increased follower maturity What is the followers job maturity? Followers Psychological maturity? What is the task to be accomplished? Situation Irwin/Mc. Graw-Hill The Mc. Graw-Hill Companies, Inc. © 1999

The Contingency Model Slide 3 -8 + The Contingency Model, developed by Fiedler, recognizes that leaders have general behavioral tendencies and thereby specifies situations where certain leaders (or behavioral dispositions) may be more effective than others. Irwin/Mc. Graw-Hill The Mc. Graw-Hill Companies, Inc. © 1999

Fiedler’s Contingency Theory and the Interactional Framework Slide 3 -9 Leader Outcomes: Motivation hierarchy (as determined by LPC score) Leadermember relations Effective or ineffective group performance based upon match or mismatch between leader and overall favorability of the leadership situation Task structure Position Power Followers Irwin/Mc. Graw-Hill Situation The Mc. Graw-Hill Companies, Inc. © 1999

The Path-Goal Theory Slide 3 -10 + The Path-Goal Theory, the most sophisticated of the four contingency models, deals with expectancy, performance-to-outcome probabilities, and assigned valences or values to outcome. Irwin/Mc. Graw-Hill The Mc. Graw-Hill Companies, Inc. © 1999

The Path-Goal Theory Slide 3 -11 Cont. ®Expectancy - If I study for 12 hours, what is the probability I will get an A on the exam? ®Performance-to-outcome probabilities - If I get an A on the final, what is the probability of getting an A in the course? ®Assigned valences or values to outcome - How much do I value a higher GPA Irwin/Mc. Graw-Hill The Mc. Graw-Hill Companies, Inc. © 1999

Path-Goal Theory and Interactional Framework Slide 3 -12 Leader behavior: Directive, Supportive, Participative, Achievement-oriented Outcomes: Acceptance of leader Follower motivation Follower satisfaction Traits Skills and abilities Followers Irwin/Mc. Graw-Hill expectations and work perceptions of own group abilities Situation The Mc. Graw-Hill Companies, Inc. © 1999