contingency theories and adaptive leadership
TRANSCRIPT
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CONTINGENCY THEORIES AND ADAPTIVE LEADERSHIP
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Contingency theories describe how aspects of the leadership situation can alter a leader’s influence and effectiveness.
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• Atleast one Predictor Variable
• Atleast one Dependent Variable
• One or more Situational Variable
• Characteristics of work
• Characteristics of subordinate
• Characteristics of leader
• Characteristics of leadership position
• Mediating Variable
Types of variables involved
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• Situation directly effects outcomes or mediators
• Situation directly influences leader behavior
• Situation moderates effects of leader behavior
Causal effects of situational variables
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• Path Goal Theory
• Leadership Substitutes Theory
• Situational Leadership Theory
• The LPC Contingency Model
• Cognitive Resources Theory
Early Contingency Theories
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The multiple-linkage model describes how managerial behavior and situation variables jointly influence the
performance of individual subordinates and the leader’s work unit
MULTIPLE-LINKAGE MODEL
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• Task Commitment
• Ability and role clarity
• Organization of the work
• Cooperation and mutual trust
• Resources and support
• External coordination
MEDIATING VARIABLES
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• Task Commitment
• Ability and role clarity
• Organization of the work
• Cooperation and mutual trust
• Resources and support
• External coordination
INFLUENCE OF SITUATIONAL VARIABLES ON MEDIATING VARIABLES
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• Subordinates discouraged about the work
• Subordinates are confused about what to do or how to do their work
• The group is disorganized and it uses weak performance strategies
• There is little cooperation among the members of the group
• The group has inadequate resources to do the work
• External coordination with other subunits or outsiders is weak
SHORT-TERM ACTIONS TO CORRECT DEFICIENCIES IN MEDIATING VARIABLES
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• Gain more access to resources needed for the work
• Gain more control over the demand for unit’s products and services
• Initiate new, more profitable activities for the work
• Initiate long-term improvement programs
• Improve selection procedures
• Modify the formal structure of the work unit
LONG-TERM AFFECTS ON GROUP PERFORMANCE
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• Effective leaders have combination of various behaviours with competing values.
• Examples of competing values can be explained through
“Duality approach’’
Controlling vs. Empowering
Strategic vs. Operational objectives
Concern for people vs. Concern for tasks
RESEARCH ON CONTINGENCY THEORIES
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• Theory with both universal elements is needed
General principles & situational elements
(such as guidelines to help identify desirable behaviours for a particular type of situation)
EVALUATION OF CONTINGENCY THEORIES
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1. Understand your leadership situation and make it favourable.
2. Increase flexibility .
3. Plan more.
4. Consultation.
5. Provide direction to ones with independent roles and critical tasks .
6. Support inexperienced and stressed employees
GUIDELINES FOR ADAPTIVE LEADERSHIP
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1. Anticipate problem and prepare
2. Identify Nature and scope of problem
3. Direct and be confident and sure
4. Utilise opportunity
HOW TO MANAGE IMMEDIATE CRISES
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THANK YOU