UHS 3052 LEADERSHIP IN ORGANIZATION Contingency theories of leadership 2 NUR SYUHADA & SITI SARA...
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Transcript of UHS 3052 LEADERSHIP IN ORGANIZATION Contingency theories of leadership 2 NUR SYUHADA & SITI SARA...
UHS 3052LEADERSHIP IN ORGANIZATION
Contingency theories of leadership 2
NUR SYUHADA & SITI SARANORFAZILAH & HAZARINA
KHAIRUNNISA & IZZATI
Multiple-Linkage Model(developed by Yulk)
The managerial behavior and situational variables determine the performance of organization.
Leader Intervening Group
behavior variables performance
Situational variables influence at three points:1) Constraints managerial behavior and moderate its effects.2) Directly influence intervening variables.3) Determine the relative importance of the intervening
variables.
2.Ability and Role Clarity
Understand their job responsibility well
4.Cooperation and Mutual Trust
-Sharing information and ideas, helping each
other
6.External CoordinationWork unit activities are in
line with the interdependent activities of the parts of the organization
and other organization
3.Organization of the Work
Use effective performance strategies
1.Task Commitment--Struggle to attain
high performance and commits to tack
objectives
•These variable interact with each other to determine the effectiveness of a group or organizational subunit
5.Resources and SupportOther units also provide necessary resources and information needed to do
work
Situational Influences on Intervening Variables
The situation can influence the intervening variables independently of anything done by leaderTwo situational variable that can influence task commitment
1.Formal Reward System
- Provides attractive rewards dependent on performance
2. Intrinsically MotivatingProperties of the Work itself- Provide work requires varied skills
is interesting and challenging, and provides automatic performance
Situational Variables Affect the Ability of Group Members
2.Ability and Role ClarityAffected by task structure, prior member experience
and external dependenciesSimple task, easier to
understand
4.Cooperation and Mutual Trust
Influenced by the size of the group, members similarity
values and background, reward system and the
organization of the work
6.External CoordinationAffected by the formal
structure of the organization, High lateral interdependence
increases the amount of coordination needed among subunit of an organization.
3.Organization of the Work
Affected by type of technology used to do the work and the competitive
strategy of the organization
1.Task CommitmentProviding effective
recruiting and selection procedures and high
salaries is more likely to attract qualified people
with high ability
5.Resources and SupportInfluenced by the
organization’s budgetary system, inventory system,
changes in policy
Short-Term Actions1.Task
CommitmentCommitted
2.Ability and Role Clarity
Clear confusion
3.Organization of the Work
Matching people with task
4.Cooperation and Mutual
TrustInvolvement of group members
6.External Coordination
Seek assistance
from outsider
5.Resources and Support
Seek and provide enough
resources
Long-Term actions
Modifying formal
structure of the work unit
Alter culture of
the organization
Initiate long-term
improvement programs
Initiate profitable activities
Gain control over demand for the unit’s product and
services
Gain control over
acquisition of resources
Evaluation of the Multiple-Linkage Model
• First contingency theories to emphasize leadership processes at the group level
• Weakness :Not specify how different types of leader behavior interact with
each other in their effect on intervening variableLong –term actions of managers are too general-specific
hypothesis are neededFails to identify common interaction among situational variableThus, this model is still more a general (theoretical) framework
than a refined (experienced) theoryBased on few studies made on leader behavior found that
situational variables yielded weak, inconsistence result
• COGNITIVE RESOURCES THEORY, by Fiedler et. All
Deal Cognitive Abilities of Leaders
Cognitive Resources- Intelligence - Experience
Related to the group performance
Cognitive Resources Theory Propositions
Interpersonal stress Nature of group task
A.Interpersonal Stress
1. Relation between Leader Intelligence and Subordinate’s Performance
Under Low Stress - High intelligence - Goods plan and
decisions- Leader relies on intellectual ability
to analyze the problem and find the best solution
Under High Stress - No relationship
between intelligence and decision quality
- That stress interferes with
information processing and
decision making- Leader being distracted and
unable to focus on the task
2. Relationship between Leader Experience and Subordinate Performance
Under High Stress - Positively related
to the quality of leader decisions
Under Low Stress - Not related to the
decision quality
A Leader’s Cognitive Resources and Group Performance
- Intelligent leaders devise better plans
and action strategies for doing the work, especially when the
task is complex
- Leader’s plans and decisions are communicated to subordinates through
directive behavior
B. Nature of Group Task
Research On Cognitive Resources Theory
• Study of Coast Guard officer and study of fire department officers
• A creative task Under low stress conditions, intelligence was positively
related to the production of creative ideas by leaders and followers alike, and the more intelligent leaders had more productive groups
Under high stress conditions, leader intelligence was not related to the production of creative ideas by followers
• Intellectual ability is related more to performance for directive leaders
Limitations of the Research
• Results from the validation research are inconsistent
• Methodological problems make it difficult to interpret some of the results
• Some aspects of the theory have not been adequately tested
Conceptual Weaknesses
• No explicit rationale is provided for use of general intelligence rather than specific cognitive skills- It should identifying specific aspects of intellectual ability relevant to the task
• There is only one leadership behavior, its to general to capture the complexities on participative leadership- More precise explanation of the influence of cognitive resources on leader behavior and effectiveness should be concern
General Evaluation Of Contingency Theories
Contingency theory
Leader traits Leader behavior Situational variables
Intervening variables
Validation results
LPC Contingency Model
LPC Score None Task structure L-M relations
None Many studies, some support
Path-Goal Theory None Instrumental, supportive, participative, achievement
Many aspects Expectancies, valences, role ambiguity
Many studies, some support
Situational Leadership Theory
None Task and relations Subordinate maturity
None Few studies, few studies, little support
Leadership Substitutes Theory
None Instrumental, supportive
Many aspects None Few studies, few studies, inconclusive
Multiple-linkage Model
None Many aspects Many aspects Effort, ability, organization, teamwork, resources, external coordination
Few studies, few studies, inconclusive
Normative cognitive Resources Theory
Intelligence & experience
Directive Stress, group ability
None some support
Decision Theory None Decision procedures
Many aspects Decision quality and acceptance
Many studies, good support
Evaluation of Research on Situational Theories
• Type of situational effect– High level of the situational variable will reduce the
impact of leader behavior on the dependent variable
– Situational variable that make leader behavior more effective but do not directly influence the dependent variable
– Subordinate is more likely treated as a mediator than as moderator
APPLICATION
FOR ADAPTI
VE LEADER
SHIP
Maintain situational awarenessUse more
planning for long
and complex
taskConsult
more with people
who have relevant
knowledge
Provide more
direction to people
with interdependent rules
Provide more
direction and
briefings when a crisis
occurs
Monitor a critical task or
unreliable person more
closely
Provide more
coaching to an
inexperienced
subordinates
Be more supportive
to someone
with a highly
stressful task
ABSTRACTEarly contingency theories of effective leadership
such as LPC Contingency model, Path-Goal theory, Situational Leadership theory, Leadership Substitutes theory, Multiple-Linkage model, Cognitive Resources theory, and Normative Decision theory can be guideline for leader to be more effective by adopt it in the organization’s situation that leader are in. Even though the contingency theories have limitation that have been questioned by many researchers about their utilities, but the contingency theories are play important role to serve leaders that is essential to monitor changes in the situation and adjust their behavior in appropriate ways.
REFERENCESWebsite
• http://en.wikipedia.org/wiki/Contingency_theory• http://sacbusiness.org/marketing/john%20materials/Bus%2012
0/Fiedler.pdf• http://managementstudyguide.com/fiedlers-contingency-model
.htm• http://changingminds.org/disciplines/leadership/theories/conti
ngency_theory.htm• http://www.12manage.com/methods_contingency_theory.html• http://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics
/works/fied.htm
Books• Adv Experimental Social Psychology, Volume 1,
edited by Leonard Berkowitz, page 149, A Contingency Model of Leadership Effectiveness , Fred E Fiedler
• Gary Yukl. (2010),Leadership in Organizations, Seventh Edition, Early contingency theories of Effective Leadership, Pg 240-256
Journal• Edström, Anders (1977), User Influence and the
Success of MIS Projects: A Contingency Approach, Human Relations, 30(7), 589-607
• Franz, Charles R. (1985), User Leadership in the Systems Development Life Cycle: A Contingency Model, Journal of Management Information Systems, 2 (2), 5
THE END