(10) 2012.07.02 - First GA Presentation Contingency, Updates, Interview Week (S)
10 Th Contingency
Transcript of 10 Th Contingency
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The leader
(trait, style, behavior,vision, charisma)
The task
(from holistic toreductionism,needing discretion ordirection)The led (follower)
(motivations, readiness,attitudes)
The organization
(structural, political, moral purpose)
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Contingency Theory of Leadership Contingency theory of leadership
assumes that there is no one best way
to lead. Effective leadership depends onthe leaders and followerscharacteristics as well as other factors
in the leadership situation.
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Central Features of the Contingency
Theory of Leadership Best way: there is no one best way to lead.
Leadership style: Different leadership styles
are appropriate for different situations. Middle ground: The contingency theory
stresses the views that (a) there is somemiddle ground between the existence of
universal principles of leadership that fit allsituations and (b) each situation is uniqueand therefore must be studied and treated asunique.
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Central Features of the Contingency
Theory of Leadership (Cont.)
Focus: The contingency theories of leadershipwe studied focus on three variables: (a)
leaders style; (b) followers motivation andskill; and (c) the nature of the task.
Adaptability of leadership style: For anindividual leader, this theory assumes that
leadership is changeable and should bevariable for different situations.
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Tannenbaum-Schmidts Continuum of
Leader Behavior(Democratic) (Authoritarian)]
Relationships Oriented Task Oriented
Area of Freedom for
Subordinates
Sou
rce
of
Au
thority
Leaderpermitssubordinatesto functionwithin limitsdefinedby superior
Leaderdefineslimits;asks groupto make
decision
Leaderpresentsproblem,getssuggestions,and makesdecision
Leaderpresentstentativedecisionsubject
to change
Leaderpresentsideaandinvitesquestions
Leadersellsdecision
Leadermakesdecisionandannounceit
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The Leadership GridHigh 1,9 9,9
Country Club Management Team Management
8 Thoughtful attention to the needs Work accomplishment is from
of the people for satisfying committed people;
7 relationships leads to a interdependence through a
comfortable, friendly organization common stake in organization6 atmosphere and work tempo purpose leads to relationships of
trust and respect
Middle-of-the-road Management
5 5,5
Adequate organization performance is possible through
4 balancing the necessity to get work out while
maintaining morale of people at a satisfactory level.
3 Impoverished Management Authority-Compliance ManagementExertion of minimum effort to get required Efficiency in operations results from arranging
2 work done is appropriate to sustain conditions of work in such a way that human
organization membership. elements interfere to a minimum degree
1 1,1 9,1
Low 1 2 3 4 5 6 7 8 9
Low Concern for Results High
ConcernforPeople
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Fiedlers Leadership Contingency Model
Task-oriented style Relationships-oriented Task-oriented style
considerate style
Favorable leadershipsituation
Situation intermediatein favorable lenses for
leader
Unfavorable leadershipsituation
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Fiedlers Leadership Contingency Model (Cont.)Leaders Motivational Situational Favorableness Outcome
System
Major variables 1. Leader-MemberIn Fiedlers Relationships
Contingency Leadership Style 2. Task Structure Effectiveness
Theory 3. Leaders Position
Power
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Fiedlers Leadership Contingency Model(Cont.)
Synthesis of the Fiedler Contingency Model
Performance Task-oriented
Good Relationship-oriented
Poor Favorable Moderate Unfavorable
Category I II III IV V VI VII VIII
Leader- member Good Good Good Good Poor Poor Poor Poor
relations
Task structure High High Low Low High High Low Low
Position power Strong Weak Strong Weak Strong Weak Strong Weak
Source: Stephen P. Robbins, Organizational Behavior, 6thed. (Englewood Cliffs, N. J.: Pre-
Tice Hall, 1993), P. 375.
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Vroom-Yettens Contingency ModelFigure 5-5 Schematic representation of variables used in leadership researchReprinted from Leadership and Decision-Making by Victor H. Vroom and Philip W. Yetton by permission of the
University of Pittsburgh Press. 1973 by University of Pittsburgh Press
Situational variables (1) Organizational (4)
effectiveness
Leader behavior(3)
Personal attributes(2) Situational variables(1a)
Is there a Do I have Is the Is acceptance Do subordinates Is conflictquality re- sufficient problem of decision share the organ- among subor-
quirement such information structured? by subordinates izational goal dinates likely
that one solu- to make a critical to to be obtained in preferred
tion is likely high quality effective im- in solving this solutions?to be more decision? plementation? problem?
rational than
another?
A B C D E F
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House-Mitchells Path-Goal Theory
Causal Variables Moderator Variables Outcome Variables
Leader Behavior Subordinate Characteristics Satisfaction
Directive Ability Motivation
supportive Locus of Control Effortparticipative Needs and Motives Performance
Relationship of Achievement-Oriented Environmental Forces
Variables in the The task
Path-Goal Theory Work Group
Authority System
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House-Mitchells Path-Goal TheoryFigure 2.4 Houses Path-Goal Theory
Situations Leadership Leadership
style Actions
Ambiguous Directive Guidance
Roles Procedures
Stressful Welfare,
Boring Tasks Supportive Supportive
Climate
Leaders Goal
Accomplishment
Competent Achievement Challenging
Subordinates Oriented Goals and
StandardsUnstructured Participation
Tasks Participative in Decision
Making
Path Goal
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Blanchard and Herseys Theory of Situational
Leadership
Task Behavior---The extent to which the leader engages in defining roles istelling what, how, when, where, and if more than one person who is todo what in:
Goal-setting
Organizing Establishing time lines
Directing
Controlling
Relationship BehaviorThe extent to which a leader engages in two-way(multi-way) communication, listening, facilitating behaviors, andproviding socioemotional support
Giving support
Communicating
Facilitating interactions
Active listening
Providing feedback
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Blanchard and Herseys Theory of Situational
Leadership (Cont.)
Decision Styles
1. Leader-made decision
2. Leader-made decision with Dialogue and/orExplanation
3. Leader/follower made decision or follower-
made decision with encouragement fromleader
4. Follower-made decision
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Blanchard and Herseys Theory of Situational
Leadership (Cont.)Leadership Behavior
S3(Participation) S2(Selling)(High) Share ideas and facilitate Explain decision and
in decision making provide opportunity
for clarification
High relationship High Task
Low task High Relationship
Low relationship High task
low task Low relationship
S4 (Delegating) S1(Telling)Turn over responsibility Provide specific
for decisions and instructions and closely
(Low) implementation supervise performance
(Low) Task Behavior (High)(Directive Behavior)
RelationshipBehavior
(Supportive
Behavior)
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Blanchard and Herseys Theory of Situational
Leadership (Cont.)
Ability: has the necessary knowledge, experience, and skill
Willingness: has the necessary confidence, commitment, motivation
Follower Readiness
High Moderate Low
R4 R3 R2 R1Able and Able but Unable but Unable and
Willing Unwilling Willing Unwilling
or Confident or Insecure or Confident or Insecure
Follower Directed Leader Directed
When a leader behavior is used appropriately with its corresponding level of readiness, it istermed a High Probability Match. The following are descriptors that can be useful when
using situational leadership for specific applications.S1 S2 S3 S4
Telling Selling Participating Delegating
Guiding Explaining Encouraging Observing
Directing Clarifying Collaborating Monitoring
Establishing Persuading Committing Fulfilling
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Table 2.3
Contingency and Situational Theories and Models
Theories Situational Variables Leadership StylesFiedlers Contingency Theory The Quality of leader-subordinates relations Task-oriented
The leaders position power Relationship-oriented
The degree of task structure
Houses Path-Goal Theory The subordinates Directive, Supportive
The environment Participative, Achievement-oriented
Hersey and Blanchards Subordinated maturity Telling, Sharing, Participating,Situational Leadership Delegating
Theory
Blake and Moutons All situations Five styles
Leadership Grid
Vroom and Yettons Decision quality importance AI (you solve the problem)
Decision Model Leaders possession of relevant information AII (obtain info, then solve the prob.)
Degree of structure contained in problem CI (share with individual followers, obtain
Importance of subordinates acceptance of info, you decide)
the decision
Probability that subordinates will accept the CII (share with followers as a group,
leaders decision obtain collective info, you decide)
The importance of shared purpose and goals GII (share the problems with followers as a
The amount of conflict among subordinates group, decide together)
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An overview of research Ultimately, all studies which inquire into the relationship
between leadership effectiveness, on one hand, and otherfactors, on the other, belong to the category of contingency
theory of leadership. Quantitative methods are used in this line of research.
This line of research will
continue. What we need
is a more comprehensive
model to synthesize
the research.
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Questions for discussion
To what extent do you identify with thecontingency of leadership? Why?
What is the implication for leadership ifwe view from the contingencyperspective?
In your judgment, what are thestrengths and limitations of thecontingency theory of leadership?
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Contributions of the Contingency Theory of
Leadership
It moves beyond the assumption of the bestway to lead and indicates that the
effectiveness of leadership is the matchbetween leaders style and situational factors.It is an optimistic approach.
It provides a useful framework to synthesize
the research on leadership.
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Criticism of Blanchard and Herseys Situational
Model (Bolman & Deal, 1991, pp. 419-420) It fails to distinguish between support for a person and support
for specific actions. (Does it mean that When children areunmotivated and unskilled, parents and teachers should provide
high discretion and low support until they shape up?) It oversimplifies the options available to leaders and the range
of situations that leaders encounter.
It also neglects the Pygmalion effect (the self- fulfillingprophecy).
It makes an illusory promise to make leaders lives lessconfusing and perplexing, and has come to become a secularreligion in leadership theory.
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A Joke: Do we use the model? A major corporation was developing a new
management training program for a group of some2,000 technical managers. A task force with
representatives from two divisions in the companycame together to decide what should be taught. Therepresentatives from division A had participated inManagerial Grid seminars. They know in their heartsthat the grid was the one best way and that it should
be the foundation of the seminar. The managers indivision B had attended situational managementseminars, and their faith in the situational model wasequally unshakable.
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A Joke: Do we use the model? (cont.) Initially, the two sides engaged in polite talk and rational
argument. When that failed, the conversation gradually becamemore heated. Eventually, the group found itself hopelesslydeadlocked. An outside consultant came in to mediate the
dispute. She listened while the representatives from eachdivision reviewed the conversation. The consultant then said tothe group, Im impressed by the passion on both sides. Imcurious about one thing. If you all believe so deeply in thesemodels and if it makes a difference which models someonelearns, why cant I see any difference in the behavior of the twogroups? Stunned silence fell over the room. Finally onemember said, You know, I think hes right. We dont use thedamn models, we just preach them. That was the end of theimpasse.