LEAD 701 Yukl chapter07
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Transcript of LEAD 701 Yukl chapter07
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CHAPTER 7Contingency Theories and
Adaptive Leadership
7-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in
Organizations
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Learning Objectives
After studying this chapter, you should be able to:
Understand how aspects of the situation can enhance or diminish effects of leader behavior.
Understand key features of the early contingency theories of effective leadership.
Understand the benefits and limitations of contingency theories.
7-2Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in
Organizations
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Learning Objectives (Cont.)
Understand the findings from empirical research on contingency theories.
Understand how to adapt leader behavior to the situation.
Understand how to manage disruptions and other crises.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-3
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LEARNING OBJECTIVE 1
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-4
Understand how aspects of the situation can enhance or diminish
effects of leader behavior
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Contingency Theories
Contingency theories describe how aspects of the leadership situation alter a leader's influence on an individual subordinate or a work group
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-5
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General Descriptions of Contingency Theories
Types of Variables
Causal Effects Direct Effects Direct Influence Moderates Effects
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-6
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LEARNING OBJECTIVE 2
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-7
Understand key features of the early contingency theories of
effective leadership
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Early Contingency Theories
Path-Goal Theory Situational Leadership Theory LPC Contingency Model Leader Substitutes Theory Cognitive Resources Theory Multiple-Linkage Model Normative Decision Model
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-8
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LEARNING OBJECTIVE 3
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-9
Understand the benefits and limitations of contingency
theories
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Contingency Theory Benefits
Contingency theories take into account: Task requirements Situational constraints Interpersonal processes
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-10
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Contingency Theory Limitations
Behavior Meta-category over-emphasis Ambiguous descriptions Inadequate causal explanations Inattention to behavior patterns Inattention to joint effects Moderators versus mediators
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-11
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LEARNING OBJECTIVE 4
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-12
Understand the findings from empirical research on contingency theories
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Research Findings
Weak and inconsistent evidence
Best research support for the Normative Decision Model
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-13
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Reasons for Weak Research Findings
Weak research methods Conceptual Weaknesses Theories have not been adequately
tested
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-14
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LEARNING OBJECTIVE 5
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-15
Understand how to adapt leader behavior to the
situation
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Guidelines for Adaptive Leadership
Situational understanding Flexibility Planning Consulting Provide direction Monitor
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-16
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LEARNING OBJECTIVE 6
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-17
Understand how to manage disruptions and other crises
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Guidelines for Managing Crises
Anticipate problems Recognize warnings Identify problem Direct decisively Communicate
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-18