Bài giảng Leadership - Chapter 3 Contingency Approaches

Chapter 3Contingency Approaches1Chapter ObjectivesUnderstand how leadership is often contingent on people and situations.Apply Fiedler’s contingency model to key relationships among leader style, situational favorability, and group task performance.Apply Hersey and Blanchard’s situational theory of leader style to the level of follower readiness.Explain the path-goal theory of leadership.Use the Vroom-Jago model to identify the correct amount of follower participation in specific decision situations.Know how to use the power of situational variables to substitute for or neutralize the need for leadership.2Ex. 3.1 Comparing the Universalistic and Contingency Approaches to LeadershipUniversalistic ApproachContingency ApproachFollowersLeaderSituationLeadership Traits/behaviorsStyle TraitsBehaviorPositionNeedsMaturityTrainingCohesionTaskStructureSystemsEnv.Outcomes(Performance, satisfaction, etc.)Outcomes(Performance, satisfaction, etc.)3Contingency ApproachesContingency approaches: approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectivelyFiedler’s contingency model: a model designed to diagnose whether a leader is task-oriented or relationship-oriented and match leader style to the situation4Ex. 3.2 Metacategories of Leader Behavior and Four Leader StylesHigh Task-LowRelationshipHigh Task-HighRelationshipLow Task-LowRelationshipHigh Relationship-Low TaskLowHighLowHighRELATIONSHIP BEHAVIORTASK BEHAVIOR5Situational TheoryHersey 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 6Ex. 3.4 Hersey and Blanchard’s Situational Theory of LeadershipFollower CharacteristicsAppropriate Leader StyleLow readiness levelModerate readiness levelHigh readiness levelVery high readiness levelTelling (high task-low relationship)Selling (high task-high relationship)Participating (low task-high rel.)Delegating (low task-low relationship)7Path-Goal TheoryA contingency approach to leadership in which the leader’s responsibility is to increase subordinates’ motivation by clarifying the behaviors necessary for task accomplishment and rewards8Ex. 3.5 Leader Roles in the Path-Goal ModelPath ClarificationIncrease RewardsLeader defines what followermust do to attain work outcomesLeader clarifies follower’s work roleFollower has increased knowledge & confidence to accomplish outcomesLeader learns follower’s needsLeader matches follower’s needs to rewards if work outcomes are accomplishedLeader increases value of work outcomes for followerFollower displays increased effort and motivationOrganizational work outcomes are accomplished9Ex. 3.6 Path-Goal Situations and Preferred Leader BehaviorsSituationLeader BehaviorImpact on FollowerOutcomeSupportive LeadershipDirective LeadershipAchievement-Oriented LeadershipParticipative LeadershipFollowers lack self-confidenceAmbiguous jobLack of job challengeIncorrect rewardIncreases confidence to achieve work outcomesClarifies path to rewardSet and strive for high goalsClarifies followers’ needs to change rewardsIncreased effort; improved satisfaction and performance10The Vroom-Jago Contingency ModelA contingency model that focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions11Ex. 3.7 Five Leader Decision StylesArea of Influence by LeaderArea of Freedom for GroupDecideConsult IndividuallyConsult GroupFacilitateDelegate12Substitute and NeutralizerSubstitute: a situational variable that makes leadership unnecessary or redundantNeutralizer: a situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors13Ex. 3.10 Substitutes and Neutralizers for LeadershipVariableTask-Oriented LeadershipPeople-Oriented LeadershipOrganizational variablesGroup cohesivenessFormalizationInflexibilityLow positional powerPhysical separationSubstitutes forSubstitutes forNeutralizesNeutralizesNeutralizesSubstitutes forNo effect onNo effect onNeutralizesNeutralizesTask characteristicsHighly struct. taskAutomatic feedbackIntrinsic satisfactionSubstitutes forSubstitutes forNo effect onNo effect onNo effect onSubstitutes forFollower characteristics ProfessionalismTraining/experienceLow value of rewardsSubstitutes forSubstitutes forNeutralizesSubstitutes forNo effect onNeutralizes14