1 Contingency Approaches. 2 Ex. 3.1 Comparing the Universalistic and Contingency Approaches to...
-
Upload
lester-allison -
Category
Documents
-
view
233 -
download
4
Transcript of 1 Contingency Approaches. 2 Ex. 3.1 Comparing the Universalistic and Contingency Approaches to...
11
Contingency Contingency ApproachesApproaches
22
Ex. 3.1Ex. 3.1 Comparing the Universalistic and Comparing the Universalistic and Contingency Approaches to LeadershipContingency Approaches to Leadership
Universalistic Approach
Contingency Approach
Followers
Leader
Situation
Leadership Traits/behaviors
Style Traits
BehaviorPosition
NeedsMaturityTraining
Cohesion
TaskStructureSystems
Env.
Outcomes(Performance, satisfaction,
etc.)
Outcomes(Performance, satisfaction,
etc.)
33
Contingency ApproachesContingency Approaches
Contingency approaches: approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively
The answer then is:That the answer depends on leader, follower, and situation variables. Leaders skills will differ and situation will differ in each case.
44
Contingency ApproachesContingency Approaches
Contingency approaches:
Ultimately, the leader, the followers, and the situation must match for true leadership to take place!
55
Let’s take a look at Leader Behavior Let’s take a look at Leader Behavior and Four Leader Stylesand Four Leader Styles
High Task-LowRelationship
High Task-HighRelationship
Low Task-LowRelationship
High Relationship-Low Task
Low
High
Low HighRELATIONSHIP BEHAVIOR
TA
SK
B
EH
AV
IOR
Qualities that influence a LeaderQualities that influence a Leader
• Vision
Qualities that influence a LeaderQualities that influence a Leader
• Vision
• Ability
Qualities that influence a LeaderQualities that influence a Leader
• Vision
• Ability
• Enthusiasm/Vitality
Qualities that influence a LeaderQualities that influence a Leader
• Vision
• Ability
• Enthusiasm/Vitality
• Stability
Qualities that influence a LeaderQualities that influence a Leader
• Vision
• Ability
• Enthusiasm/Vitality
• Stability
• Concern for others
Qualities that influence a LeaderQualities that influence a Leader
• Vision
• Ability
• Enthusiasm/Vitality
• Stability
• Concern for others
• Self Confidence
Qualities that influence a LeaderQualities that influence a Leader
• Vision
• Ability
• Enthusiasm/Vitality
• Stability
• Concern for others
• Self Confidence
• Integrity
Qualities that influence a LeaderQualities that influence a Leader• Vision
• Ability
• Enthusiasm/Vitality
• Stability
• Concern for others
• Self Confidence
• Integrity
• Charisma
1414
Situational TheorySituational TheoryLet’s look at Situational approachesLet’s look at Situational approaches
Hersey and Blanchard’s extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior
Situational TheorySituational Theory
1515
• Chart:
1616
Ex. 3.4Ex. 3.4 Hersey and Blanchard’s Hersey and Blanchard’s Situational Theory of LeadershipSituational Theory of Leadership
Follower Characteristics Appropriate Leader Style
Low readiness level
Moderate readiness level
High readiness level
Very high readiness level
Telling (high task-low relationship)
Selling (high task-high relationship)
Participating (low task-high rel.)
Delegating (low task-low relationship)
1717
Path-Goal TheoryPath-Goal Theory
A contingency approach to leadership in which the leader’s responsibility is to increase subordinates’ motivation by clarifying the behaviors necessary for task accomplishment and rewards
1818
Ex. 3.5Ex. 3.5 Leader Roles in the Path-Goal Leader Roles in the Path-Goal ModelModelPath Clarification Increase Rewards
Leader defines what followermust do to attain work outcomes
Leader clarifies follower’s work role
Follower has increased knowledge & confidence to accomplish outcomes
Leader learns follower’s needs
Leader matches follower’s needs to rewards if work outcomes are accomplished
Leader increases value of work outcomes for follower
Follower displays increased effort and motivation
Organizational work outcomes are accomplished
1919
Ex. 3.6Ex. 3.6 Path-Goal Situations and Path-Goal Situations and Preferred Leader BehaviorsPreferred Leader Behaviors
Situation Leader Behavior Impact on Follower Outcome
Supportive Leadership
Directive Leadership
Achievement-Oriented
Leadership
Participative Leadership
Followers lack self-confidence
Ambiguous job
Lack of job challenge
Incorrect reward
Increases confidence to achieve work outcomes
Clarifies path to reward
Set and strive for high goals
Clarifies followers’ needs to change rewards
Increased effort; improved satisfaction and performance
2020
Ex. 3.7Ex. 3.7 Five Leader Decision Styles Five Leader Decision Styles
Area of Influence by Leader
Area of Freedom for Group
Decide Consult Individually
Consult Group
Facilitate Delegate
2121
Substitute and NeutralizerSubstitute and Neutralizer
Substitute: a situational variable that makes leadership unnecessary or redundant
Neutralizer: a situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors
2222
Ex. 3.10Ex. 3.10 Substitutes and Neutralizers Substitutes and Neutralizers for Leadershipfor Leadership
Variable Task-Oriented Leadership
People-Oriented Leadership
Organizational variables
Group cohesiveness
Formalization
Inflexibility
Low positional power
Physical separation
Substitutes for
Substitutes for
Neutralizes
Neutralizes
Neutralizes
Substitutes for
No effect on
No effect on
Neutralizes
Neutralizes
Task characteristics
Highly struct. task
Automatic feedback
Intrinsic satisfaction
Substitutes for
Substitutes for
No effect on
No effect on
No effect on
Substitutes for
Follower characteristics
Professionalism
Training/experience
Low value of rewards
Substitutes for
Substitutes for
Neutralizes
Substitutes for
No effect on
Neutralizes
Filling the “GAPS”Filling the “GAPS”
• JACK WELCH• “Before you are a leader,
success is all about growing yourself. When you become a leader, success is all about growing others and filling the Gaps.”
Through Individualized Through Individualized LeadershipLeadership
• Vertical Dyad Linkage
• Leader Member Exchange (LMX)
• Partnership Building
• Systems and Networks
Through Communication Through Communication
• Build Relationships
• Create the sense of Community
• Remember to ask questions
• Maintain Open Channels of Communication
Through LeadershipThrough Leadership
• Remember that everything filters down
• Allow for opportunities
• Seek to Engage
• Don’t Delegate. Motivate!
Through EmpowermentThrough Empowerment
• Empowerment is the delegation of power or authority to subordinates in the organization
• Are they a “4” or are they a “5”?
• Share the Power.
Through ToolsThrough Tools
• Personal Evaluations
• One on One meetings
• Building rapport with your team
• Going to meetings
• Having outings
• Team Building Exercise
• Though Conferences