Foundations of Leadership Studies    Trait theories Behavioral theories Situational/contingency theories  Fiedler's Contingency Model  Path-Goal Theory  Hersey-Blanchard Situational Theory  Leader Effectiveness = f (leader style, situation favorability)  Group performance is a result of interaction of two factors. ▪ Leadership style ▪ Situational favorableness  It suggests that an effective group depends on a proper match between a leader’s style of interacting with the subordinates and the degree to which the situation gives control and influence to the leader.  Leadership Style  This is the consistent system of interactions that takes place between a leader and work group.  An individual's leadership style depends upon his or her personality and is, thus, fixed  Fielder developed LPC (Least Preferred CoWorker) questionnaire which was an instrument to measure whether a person is task or relationship oriented  The least-preferred coworker (LPC) scale classifies leadership styles.  Describe the one person with whom he or she worked the least well with.  From a scale of 1 through 8, describe this person on a series of bipolar scales: Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive Guarded 1 2 3 4 5 6 7 8 Open Relationship oriented: A high LPC score suggests that the leader has a human relations orientation Task oriented: A low LPC score indicates a task orientation. Fiedler's logic: Individuals who rate their least preferred coworker in a favorable light derive satisfaction out of interpersonal relationship; those who rate the coworker unfavorably get satisfaction out of successful task performance  Situation Favorability  The degree a situation enables a leader to exert influence over a group  The focus is on three key situational factors ▪ Leader-member relations ▪ Task structure ▪ Position power Findings of the Fiedler Model Good Performance Task-Oriented Relationship -Oriented Poor Favorable • Category • Leader-Member Relations • Task Structure • Position Power Unfavorable Moderate I II Good III Good IV Good V Poor VI Poor VII Poor VIII Poor Good High Strong High Weak Low Strong Low Weak High Strong High Weak Low Strong Low Weak     1. The favorableness of leadership situations should be assessed 2. Candidates for leadership positions should be evaluated using the LPC scale 3. If a leader is being sought for a particular leadership position, a leader with the appropriate LPC profile should be chosen 4. If a leadership situation is being chosen for a particular candidate, a situation should be chosen which matches his/her LPC profile Leadership style is effective on the basis of how successfully leaders support their subordinates’ perceptions of: . . . Goals that need to be achieved Rewards for successful performance Behaviors that lead to successful performance Premise • Leader must help followers attaining goals and reduce roadblocks to success •Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies) Leaders can influence subordinates’ motivation by: 1. Teaching employees competencies needed 2. Tailoring rewards to meet employees’ needs 3. Acting to support subordinates’ efforts 1. A leader’s behavior is acceptable and satisfying to subordinates to the extent that they view it as either an immediate source of satisfaction or as an instrument to some future satisfaction. 2. A leader’s behavior will increase subordinates’ efforts if it links satisfaction of their needs to effective performance and supports their efforts to achieve goals. Directive behavior (task-oriented) Supportive behavior (employee-oriented) Participative behavior (employee-oriented) Achievement-oriented behavior (employee-oriented) Personal Characteristics of Subordinates Abilities Personal Needs and Motivations Self-Confidence Perception of Leaders Work Environment Culture and Subculture Policies and Rules Management Philosophy Exercise of Power Structure of Tasks  Leaders need to choose a leadership style that best fits the needs of subordinates and the task they are doing.      It specifies four conceptually distinct varieties of leadership Explains how task and subordinate characteristics affect the impact of leadership The framework provided in path-goal theory informs leaders about how to choose an appropriate leadership style. It attempts to integrate the motivation principles into a theory of leadership. Provides a practical model It is very complex.  It has received only partial support from the many empirical research studies that have been conducted to test its validity.  It fails to explain the relationship between leadership behavior and worker motivation.  This approach treats leadership as a one-way event-the leader affects the subordinate. 