Contingency Theories of Contingency Theories of LeadershipLeadership

Everlyn Radtha NambiarEverlyn Radtha NambiarMP121086MP121086Thiyagarajan A/l PooranThiyagarajan A/l PooranMP131101MP131101Shivaneswari A/P ManiaShivaneswari A/P ManiaMP131099MP131099Logamathi A/P MathiallahanLogamathi A/P MathiallahanMP121088MP121088

Learning Outcomes

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• Differences between behavioral and contingency leadership theories.

• Contingency leadership variables and styles.

• Leadership models:– Contingency — Prescriptive– Leadership continuum — Descriptive– Path-goal — Substitutes– Normative — Situational

Definition Definition

• Contigency – a future event or circumstance

that is possible but cannot be predicted with certainty

– a provision for an unforeseen event or circumstance

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Introduction Introduction

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• Classic approach that gained prominence during the 1970s and 1980s

• Contingency theory of leadership assumes that there is no one best way to lead

• Contingency theories hold that leadership effectiveness is related to the interplay of a leader's traits or behaviors, follower’s characteristics and situational factors.

History and BackgroundHistory and Background

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• The contingency approach to leadership was influenced by two earlier research programs endeavoring to pinpoint effective leadership behavior.

1.Ohio State University (1950s)2.University of Michigan

Ohio State Ohio State UniversityUniversity

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University of MichiganUniversity of Michigan

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Why a new approach? Why a new approach?

• Little evidence suggested that these leadership behaviors were related to increased leadership effectiveness in group performance

• Soon the focus of attention on leadership behaviors as direct predictors of leadership effectiveness shifted

• an alternative approach was developed that emphasized the potentially critical role of the situational context in linking leadership behaviors or traits to effective outcomes.

• This alternate approach became known as the contingency theories of leadership.

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The Contingency ApproachThe Contingency ApproachThe Contingency Theory of Leadership The Contingency Theory of Leadership EffectivenessEffectiveness

• Introduced by Fred Fielder (1960s)• The main idea of this early theory is that

leadership effectiveness (in terms of group performance) depends on the interaction of two factors: the leader's task or relations motivations (leadership style)and aspects of the situation.

• Task or relations motivations are contingent on whether the leader can control and predict the group's outcome (i.e., situational favorability).

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Leadership StyleLeadership Style

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1. Relationship-oriented leader: who recognizes the importance of

developing strong and positive emotional ties with followers.

2. Task-oriented leader: who doesn’t value relationships and

instead focuses only on the task.

Situation Situation FavorablenessFavorableness

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• The degree a situation enables the leader to exert influence over the followers

• More control ⇒ More favorable situation

Leader-Member Leader-Member RelationsRelations

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• Has greatest influence over situational favorableness

• Good ⇒ cooperation and friendly• Bad ⇒ difficult and antagonistic• Involves trust of, respect for, and

confidence in the leader

Task StructureTask Structure

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• Also important• Greater structure ⇒ More favorable

situation• Leaders in most structured situation

have greatest control

Position PowerPosition Power

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• Least important• Greater position power

⇒ more favorable situation• Leaders with power to assign work,

reward, punish, hire, fire, and promote have greatest position power

MODEL CONTINGENCY MODEL CONTINGENCY &&

MODEL CONTINUUMMODEL CONTINUUM

Thiyagarajan A/l PooranThiyagarajan A/l PooranMP131101MP131101

MODEL CONTINGENCYMODEL CONTINGENCY

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Terdapat 4 gaya Kepimpinan Situasional

Coaching

Directing

Supporting

Delegating

The Leadership The Leadership Continuum ModelContinuum Model

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● In 1958, contingency theorists Robert Tannenbaum and Warren Schmidt identified a continuum of seven distinct leadership styles, which they published in the Harvard Business Review.●Used to determine which one of the

seven styles to select based on one’s use of boss- centred versus subordinate-centred leadership to meet the situation

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Lussier and Achua, 2010

3 Kelemahan iaitu:

When Which Where

Path-Goal Leadership ModelPath-Goal Leadership Model

Shivaneswari A/P ManiaShivaneswari A/P ManiaMP131099MP131099

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IntroductionIntroduction

• Path-goal theory is about how leaders motivate subordinates to accomplish designated goals.

• Evans (1970), House (1971), House and Dessler (1974), House and Mitchell (1974).

• Path-goal theory emphasizes the relationship between the leader’s style and the characteristics of the subordinates and the work setting.

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• Leadership generates motivations when it increases the number and kinds of payoffs that subordinates receive for their work.

• Defines goals.

• Clarifies path to the goals.

• Removes obstacles and roadblocks.

• Makes work more personally satisfying.

Path-Goal TheoryPath-Goal Theory

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SubordinatesSubordinates Path

Obstacle(s)Obstacle(s)

Path

Effective Path-Goal LeadershipEffective Path-Goal LeadershipDefines goals

Clarifies path

Removes obstacles

Provides support

Goal(s) Goal(s)

(Productivity)(Productivity)

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• Complex– Best understood by identifying large

components•Motivation•Leader behaviors•Subordinate characteristics•Task characteristics

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Path-Goal TheoryPath-Goal Theory

Task CharacteristicsTask Characteristics

MotivationSubordinatesSubordinates

Subordinate CharacteristicsSubordinate Characteristics

Leader BehaviorsLeader Behaviors

DirectiveDirectiveSupportiveSupportive

ParticipativeParticipativeAchievement-orientedAchievement-oriented

Goal(s) Goal(s)

(Productivity(Productivity))

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• Motivation increases by:– Clarifying the path to rewards

• Working with followers to identify and teach them behaviors which will result in the rewards

– Increasing rewards that are valued and wanted by followers

Path–Goal Theory Situational Path–Goal Theory Situational FactorsFactors

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• Personal characteristics of subordinates• Personal characteristics of subordinates

Work environmentWork environment

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Personal Characteristics of SubordinatesPersonal Characteristics of Subordinates

AbilitiesAbilities

Self-ConfidenceSelf-Confidence Personal Needsand MotivationsPersonal Needsand Motivations

Perception ofLeaders

Perception ofLeaders

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Work EnvironmentWork Environment

Exercise ofPower

Exercise ofPower

Culture andSubculture

Culture andSubculture

Policies and RulesPolicies

and RulesStructure of Tasks

Structure of Tasks

ManagementPhilosophy

ManagementPhilosophy

Choosing a Leadership Choosing a Leadership StyleStyle

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• Leaders need to choose a leadership style that best fits the needs of subordinates and the task they are doing.

Path-Goal Theory MatrixPath-Goal Theory Matrix

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Directive LeadershipDogmatic

Authoritarian

Ambiguous

Unclear rules

Complex

Supportive Leadership

Unsatisfied

Need affiliation

Need human touch

Repetitive

Unchallenging

Mundane & Mechanical

Participative

Autonomous

Need for control

Need for clarity

Ambiguous

Unclear

Unstructured

Achievement OrientedHigh Expectations

Need to excel

Ambiguous

Challenging

Complex

Leader BehaviorLeader Behavior Group MembersGroup Members Task CharacteristicTask Characteristics

Leader BehaviorsLeader Behaviors

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• DirectiveDirective– Leader gives

instructions about task

• Including expectations

• How it is to be done• Time line

• SupportiveSupportive– Leader attends human

needs• Friendly • Approachable• Treated equal

• ParticipativeParticipative– Leader invites sub. to

share in decision making• Consults• Obtains ideas/opinions• Integrates suggestions

• Achievement-OrientedAchievement-Oriented– Leader challenges sub. to

perform• Highest level• Seeks continuous

improvement• Confident in sub.

capabilities

Path Goal Theory: Path Goal Theory: StrengthsStrengths

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• 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

Path Goal Theory: Path Goal Theory: WeaknessesWeaknesses

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• 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.

The Normative Decision ModelThe Normative Decision Model

Logamathi MathiallahanLogamathi Mathiallahan(MP121088)(MP121088)

The Normative Decision The Normative Decision ModelModel

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The Vroom-Yetton-Jago The Vroom-Yetton-Jago Decision ModelDecision Model

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Overall, the normative decision model contributes an

understanding of decision-making processes that

underscores the significance of the

situation.

ConclusionConclusion

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DecideDecide((Autocratic style)Autocratic style)

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Consult IndividuallyConsult Individually((Autocratic style)Autocratic style)

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Consult GroupConsult Group((Consultative style)Consultative style)

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FacilitateFacilitate((Consultative style)Consultative style)

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DelegateDelegate(Group-Based Leader)(Group-Based Leader)