Contingency Theories of Leadership Wofford & Liska (1993) Graeff (1997)
Contingency Theories of Leadership Wofford & Liska (1993) Graeff (1997) Howell et al. (1990) Peters et al. (1985) Agenda – July 5, 2005 Reminders Questions, Comments, and Concerns Contingency Theories of Leadership Path-Goal Theory Situational Leadership Theory Substitutes for Leadership Fiedler’s Contingency Theory Break TRP 7 Thursday Reminder Your Final SAP and TRP are Due Thursday…the Last Class In Honor of Your Final Class… Pizza and Beverages Will Be Provided Turn in SAP 7 Please Pass to the Aisle and then Pass Forward Thanks Questions, Comments, or Concerns? The Presence of What Two Factors Cause Decision Making Quality to Plummet? Why Is LMX Referred to as a “Dyadic” Theory? Contingency Theories of Leadership The “Interaction” Perspective of Leadership Path-Goal Theory Situational Leadership Theory Substitutes for Leadership Fiedler’s Contingency Theory Path-Goal Theory Leaders Influence Satisfaction and Performance Increase Subordinate Outcomes By: Clarifying Path to Goals Reducing Roadblocks to Goals Increase JS on the Way Inclusion of Task Characteristics and Subordinate Characteristics 4 Types of Leaders Links to VIE Supportive (Boring) Directive (Unstructured) Participative (Complex) Achievement-Oriented (High nACH Employees) Mixed Results Causal Model for Supportive Leader on Subordinate Effort Reduce boredom Make more tolerable Increase intrinsic Value of work Increase effort Supportive leadership Increase confidence And lower anxiety Increase effort-performance expectation *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall. Causal Model for Directive Leadership on Subordinate Effort Directive leadership Reduce role ambiguity Increase effort-perform expectation Increase incentives Increase valence for task success Strengthen reward contingencies Increase perform-reward expectation *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall. Increased effort Situational Leadership Hersey & Blanchard (1977) Leadership Depends of “Maturity” of Followers Job Maturity (KSAs) Psychological Maturity (Self-Efficacy) Minimal to Moderate Maturity = Supportive Moderate to Maximum Maturity = Directive Developmental Interventions Simple vs. Contingency Contracting Amount of Behavior Much Hersey & Blanchard’s Model Little Directive Supportive M1 M2 M3 M4 Follower Maturity *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall. Substitutes for Leadership Kerr & Jermier (1978) Identify Aspects of Situation that Minimize Need for Leaders Substitutes (Task, Organization, Roles, Subordinate Characteristics) Neutralizers (Reward, Authority, External) Substitutes Make Leaders Redundant Strong Support for Substitutes and Neutralizers Summary of Substitutes Model Substitute or Neutralizer Supportive Leadership Instrumental (Directive) Leadership A. Subordinate Characteristics 1. Experience, ability, training 2. Professional orientation Substitute Substitute 3. Indifference toward reward Neutralizer Neutralizer Substitute B. Task Characteristics 1. Structured, routine 2. Feedback provided by task 3. Intrinsically satisfying Substitute Substitute Substitute C. Organization Characteristics 1. Cohesive workgroup Substitute Substitute 2. Low position power Neutralizer Neutralizer 3. Formalization Substitute 4. Inflexibility Neutralizer 5. Dispersed worksites Kerr & Jermier (1978) Neutralizer Neutralizer Fiedler’s Contingency Theory Fiedler (1964, 1967) Situation Moderates Leader Effectiveness and Subordinate Traits Based on “Least Preferred Coworker” (LPC) Indicates Leader’s Motive Hierarchy (nAFF) High LPC is Considerate Low LPC is Directive Based on Situational Favorability Leader-Member Relations, Position Power, Task Structure Fiedler’s LPC Model Leader’s LPC Group performance Leader-member relations Leader position power Task structure *Yukl (1998). Leadership in organizations (4th Edition). Upper Saddle River, NJ: Prentice Hall. Break 20 Minute Break TRP 7 Thursday Last Class Pizza Party! SAP and TRP 8 Due Transformational, Transactional, and Charismatic Leadership Conger & Kanungo (1987) Kuhnert & Lewis (1987) Judge & Piccolo (2004)
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