leadership: theory, application, skill development, 1e, lussier/achua ©2001 south-western college...
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Chapter 5: ContingencyChapter 5: ContingencyLeadershipLeadership
TheoriesTheories
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Chapter 5 Chapter 5 Learning ObjectivesLearning Objectives
• Differences between behavioral and contingency leadership theories.
• Contingency leadership variables and styles.• Leadership models:
– Contingency —Prescriptive
– Leadership continuum — Descriptive
– Path-goal — Substitutes
– Normative — Situational
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Carly FiorinaCarly Fiorina• Fiorina is the only female CEO heading a
major Silicon Valley company, and only one of four female chief executives among the Fortune 500. But she's not just any woman. Fortune Magazine says she's the "most powerful woman in business."
• "Fiorina whips H-P into fighting shape," with strong leadership and sound decision making, changing HP's culture...streamlining operations...and cutting costs." –Jon Swatz, USA Today
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Contingency Leadership Contingency Leadership Theories: “It Depends”Theories: “It Depends”
• explain that the appropriate leadership style based on the (1) leader, (2) followers, and (3) situation.
• If managers can properly diagnose a situation and followers so that they can then use the appropriate leadership style, successful outcomes are highly likely.
• “Leadership is largely shaped by contextual factors”
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Global Contingency LeadershipGlobal Contingency Leadership
• Global companies, like McDonald’s realize that successful leadership styles can vary greatly from place to place.
• “Companies are now looking for graduates with an international openness and flexibility who can master the complexity of the global economy.”
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Global Contingency Global Contingency Leadership: Leadership: Professor William Professor William
Ouchi’s Findings: Theory ZOuchi’s Findings: Theory Z• observed that Japanese firms were
managed and led differently than U.S. organizations.
• 7 Differences…Japanese found to have: longer employment, collective decision making, collective responsibility, slower promotion, more implicit controls, more unspecialized career paths, and more holistic concern for employees.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
FollowersFollowersCapabilityMotivation
FollowersFollowersCapabilityMotivation
LeaderLeaderPersonality traits
BehaviorExperience
LeaderLeaderPersonality traits
BehaviorExperience
Contingency LeadershipContingency LeadershipFramework VariablesFramework Variables
Contingency LeadershipContingency LeadershipFramework VariablesFramework Variables
SituationSituationTask
StructureEnvironment
SituationSituationTask
StructureEnvironment
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Contingency Leadership Contingency Leadership Model: FiedlerModel: Fiedler
• Is a leader’s style more task or relationship oriented? Does the situation match the leader’s style? If so it will maximize performance.
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
FollowersFollowersLeader / Member
Relations*
FollowersFollowersLeader / Member
Relations*
LeaderLeaderLeaderLeader
The Contingency Leadership The Contingency Leadership Model Variables WithinModel Variables Within
The Contingency LeadershipThe Contingency LeadershipFrameworkFramework
The Contingency Leadership The Contingency Leadership Model Variables WithinModel Variables Within
The Contingency LeadershipThe Contingency LeadershipFrameworkFramework
SituationSituationTask StructurePosition Power
SituationSituationTask StructurePosition PowerLeadershipLeadership
StylesStylesTask
Relationship
LeadershipLeadershipStylesStylesTask
Relationship
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SituationSituationTask StructurePosition Power
Leader/Follower Relations*
SituationSituationTask StructurePosition Power
Leader/Follower Relations*
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Leader-memberLeader-memberRelations, #1Relations, #1
Task structure, Task structure, #2#2
Position power, Position power, #3#3
33Variables of Variables of Situational Situational
Favorableness.Favorableness.
33Variables of Variables of Situational Situational
Favorableness.Favorableness.
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Situational FavorablenessSituational Favorableness• Leader-member relations—
good or poor?
• Task structure—repetitive or non-repetitive?
• Position power—strong or weak?
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Fiedler’s Recommendations: Fiedler’s Recommendations: Change the Situation to Fit Change the Situation to Fit
Your StyleYour Style• How to change the situation:• Analyze each variable and then either:• Improve relations, • Create or lessen task structure by either
stating more or less specific standards, • Downplay position power or get more
and act more powerful.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Form Small Groups: Analyze Form Small Groups: Analyze This Class From The Leader’s This Class From The Leader’s
StandpointStandpoint• What is the situation? (This is
probably similar for most classes).• What is the leader’s predominant
style? This may be a tricky question?
• Should the leader change one of the situational variables? If so, which one?
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
The Leadership Continuum The Leadership Continuum ModelModel
Used to determine which one of seven styles to select based on one’s use of boss-centered boss-centered versus versus subordinate centered subordinate centered leadership to meet the situation.
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Tannenbaum and Tannenbaum and Schmidt’s Schmidt’s
Leadership Continuum Leadership Continuum ModelModel
1.Leader makes decision and announces it to employeeswithout discussion.
2.Leader makes a decision and sells it to employees.
3.Leader presents ideas and invites employee questions.
4.Leader presents tentative decision subject to change.
5.Leader presents problem, gets suggestions, and makes decision.
6.Leader defines limits and asks employees to make a decision.
7.Leader permits employees to make ongoing decisions within defined limits.
AutocraticAutocraticParticipativeParticipative
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
COMPARATIVE ANALYSIS COMPARATIVE ANALYSIS OF THE 4 SYSTEMSOF THE 4 SYSTEMS
• 1. In a few words, describe each of the four systems:• System 1
• System 2•• System 3
• System 4• • •
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Case Study Small Group ExerciseCase Study Small Group Exercise
System
Action taken?
Attitude/ Behavior
Perfor-mance?
System 1
System 2
System 3
System 4
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
FollowersFollowersFollowerMaturity
FollowersFollowersFollowerMaturity
LeaderLeaderNone
LeaderLeaderNone
The Situational Leadership ModelThe Situational Leadership ModelVariables WithinVariables Within
The Contingency LeadershipThe Contingency LeadershipFramework VariablesFramework Variables
The Situational Leadership ModelThe Situational Leadership ModelVariables WithinVariables Within
The Contingency LeadershipThe Contingency LeadershipFramework VariablesFramework Variables
SituationSituationTask
SituationSituationTask
TellingSelling
ParticipatingDelegating
TellingSelling
ParticipatingDelegating
L’Ship StylesL’Ship Styles
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Situational Situational Leadership TheoryLeadership Theory
Able and Willing Let Followers Perform
Able and Unwilling Support & Participation
Unable and Willing High Task Orientation
Unable and Unwilling Clear, Specific Directions
Readiness of Followers
Behavior of Leaders
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
House Path-Goal House Path-Goal Leadership ModelLeadership Model
Situational Situational FactorsFactors
Subordinate•authoritative•locus of control•ability
Environment•task structure•formal authority•work group
Leadership Leadership Styles Styles
Directive
Supportive
Participative
Achievement-
oriented
Goal Goal AchievementAchievement
Performance
Satisfaction
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
1 2 3 4 5
Increased Employee InvolvementIncreased Employee Involvement
Increased Leader ControlIncreased Leader Control
Employee Involvement ContinuumEmployee Involvement Continuum
Leader Participation ModelLeader Participation Model
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Contingency Variables in the Revised Contingency Variables in the Revised Leader-Participation ModelLeader-Participation Model
• Importance of the decision
• Importance of subordinate commitment
• Whether leader has enough information
• The structural nature of the problem
• Acceptability of autocratic decisions
• Commitment of subordinates to the organization
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Contingency Variables in the Revised Contingency Variables in the Revised Leader-Participation ModelLeader-Participation Model
• Subordinates’ opinions about alternatives
• Knowledge level of subordinates
• Time constraints on involvement of subordinates
• Cost of arranging for subordinates to meet
• Time constraints on making a decision
• Importance of participation
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Leader-Member Exchange ModelLeader-Member Exchange Model
PersonalPersonalCompatibility Compatibility
and/or and/or SubordinateSubordinateCompetenceCompetence
LeaderLeader
SubordinateSubordinateAA
SubordinateSubordinateBB
SubordinateSubordinateCC
In-Group
SubordinateSubordinateDD
SubordinateSubordinateEE
SubordinateSubordinateFF
Out-Group
Trust HighInteractions
FormalRelations
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
FollowersFollowers
Subordinates
FollowersFollowers
Subordinates
LeaderLeader
None
LeaderLeader
None
Substitute for LeadershipSubstitute for LeadershipVariables Within the ContingencyVariables Within the ContingencyLeadership Framework VariablesLeadership Framework Variables
Substitute for LeadershipSubstitute for LeadershipVariables Within the ContingencyVariables Within the ContingencyLeadership Framework VariablesLeadership Framework Variables
SituationSituationTask
Organization
SituationSituationTask
Organization
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Substitutes and Neutralizers for LeadershipSubstitutes and Neutralizers for Leadership
Defining Characteristics
Relationship-Oriented Leadership
Task-Oriented Leadership
Individual•Experience/training•Professionalism•Indifference to rewards
Job•Highly structured task•Provides own feedback•Intrinsically satisfying
Organization•Explicit formal goals•Rigid rules & procedures•Cohesive work groups
•No effect•Substitutes•Neutralizes
•No effect•No effect•Substitutes
•No effect•No effect•Substitutes
•Substitutes•Substitutes•Neutralizes
•Substitutes•Substitutes•No effect
•Substitutes•Substitutes•Substitutes