DYNAMIC OF LEADERSHIP

Contingency Of Leadership Theories

GROUP 4 :

SANDRA CILLA ENDIRE

GEEVITHA A/P BALAN

SAILAJA A/P JAYAMANI

MALINI KANJANAPATHY

There’s nothing so practical as a good theory - Dr Kurt Lewin

A future event or circumstance that is

possible but cannot be predicted with certainty.

A provision for a possible event or circumstances

CONTINGENCY THEORY

• Contingency theory is a Leader-Match theory (Fiedler & Chemers, 1974) – Tries to match leaders to appropriate situations.

• Leader’s effectiveness depends on how well the leader’s style fits the context

• Behavioral theory which believe that there is no best way to organize a corporation, to lead a company or to make a decision.

• Contingency theory states that these actions are dependant to the internal and external factors. – no single theory of contingency management.

• The effectiveness of leadership depends on :

1. Leader

2. Followers

3. Situational Factors

CONTINGENCY THEORY

CONTINGENCY THEORIES

TEORI SITUASI – HERSEY DAN BLANCHARD

MODEL FIEDLER

TEORI LALUAN MATLAMAT

(PATH-GOAL)

TEORI MEMBUAT KEPUTUSAN –

VROOM & YETTON

CONTINUUM & NORMATIVE

DECISION MODEL

FIEDLER’S THEORY

Fred Edward Fiedler (1922)

• leading experts on the study of leadership and organizational

performance

• social organizational and industrial psychology.

• started his research into changing the way that people think of

leadership.

• 1954, development of the Least Preferred Co-worker scale.

• 1967, lead to the publishing of his famous book, ‘A Theory of

Leadership Effectiveness.”

• This book proposed his contingency model of leadership, the

first leadership theory to measure member- leader relationships.

• In Fiedler's Contingency Model, we'll look at how it can highlight the most effective leadership style to use in different situations

• The theory is based on determining the orientation of the leader , the situational elements and the leader orientation.

• The leader orientation was found to be most effective as the situation changed from low to moderate to high control

FIEDLER’S THEORY

• Fiedler explain group performance based on two factor :

1. Leadership Style

2. Situational Favorableness

FIEDLER’S THEORY

Leadership Style

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.

Use 3 variables to help determine leadership style:

1. Leader - Member Relationship (acceptance as leader)

2. Task Structure (degree to which job is routine)

3. Leader Position Power (legitimate/coercive/reward)

FIEDLER’S THEORY

Leader- Member- Relations

The relationship between a leader and his or her

followers.

Situation is favorable for leading when relations are good.

Task Structure

The extent to which the work to be performed by a group

is clearly defined.

Situation is favorable for leading when structure is high.

Leader Position Power

The amount of formal authority a leader has.

Situation is favorable for leading when power is high.

FIEDLER’S THEORY

FIEDLER’S THEORY

HOUSE PATH GOAL

By: Geevitha a/p Balan

• Developed by Robert House

A theory which describes:

How leaders can motivate their

followers to achieve group and

organizational goals and the

kind of behaviours leaders can

engage into motivate followers.

It is about how leaders motivate followers to accomplish designated goals.

The stated goal of leadership is to enhance employee performance and employee satisfaction by focusing on employee motivation.

Emphasize the relationship between the leader’s style and characteristics of the followers and the work setting.

The leader must use a style that best meets the followers motivational needs.

Guidelines For Path- Goal

Theory

Determine what outcomes subordinates

are trying to obtain in the workplace

Reward subordinates for performing at a

high level or achieving their goals by

giving them desired outcomes.

Make sure subordinates believe that they

can obtain their work goals and perform

at a high level

LEADERSHIP BEHAVIOURS

Directive Leadership

Supportive Leadership

Participative Leadership

Achievement- Oriented Leadership

Note: House assumes leaders are flexible, can display any

behaviors depending on the situations.

Directive Leadership

Task Oriented behaviour

Tells subordinates what they are

expected to do, how and when.

Includes: developing systems,

procedures, rules and regulations

Examples…….

SUPPORTIVE LEADERSHIP

Shows genuine concern support for

subordinates

Courteous and friendly interactions,

enquires about the well-being, and

needs, approachable, discusses

Relation-oriented behavior

PARTICIPATIVE

LEADERSHIP Creates environment of trust, engages

subordinates in consultations and encourages their participation in decision making.

Shares work problem with team and takes suggestions

Evaluates the suggestions and accept/ reject, taking followers in confidence.

ACHIEVEMENT-

ORIENTED LEADERSHIP

Exhibits both demanding and supporting interactions

Sets challenging goals for subordinates

Involves them to improve performance

Drives them to improve performance

How Does The Path-Goal

Theory Approach Work?

Focus of Path – Goal Theory

Approach

Strengths

Criticism

Focus of Path-Goal Theory

Approach

Path – Goal Theory is a complex

but also pragmatic approach

Leaders should choose a

leadership style that best fits the

needs of subordinates and their work

STRENGTHS

Useful theoretical framework – Path-goal

theory is a useful theoretical framework for

understanding how various leadership behaviors

affect the satisfaction of subordinates and their

work performance.

Integrates motivation – Path- goal theory

attempts to integrate the motivation principles of

expectancy theory into a theory of leadership

Practical model – Path-goal theory provides a

practical model that underscores and highlights

the important ways leaders help subordinates.

Criticisms

Interpreting the meaning of the theory can be

confusing because it is so complex and

incorporates so many different aspects of

leadership: consequently, it is difficult to implement

Empirical research studies have demonstrated only

partial support for Path-goal theory.

It fails to adequately explain the relationship between leadership behaviour and worker

motivation.

The path-goal theory approach treats leadership

as aa one-way event in which the leader affects

the subordinate.

QUESTIONS

HOW DO YOU THINK YOU CAN USE

THIS THEORY WHEN YOU ARE

LEADING A TEAM?

WHICH BEHAVIOR YOU THINK CAN

BEST FIT UR LEADERSHIP SKILL WHEN

YOU LEAD A TEAM?

THE ORIGIN

The theory of Situational Leadership was

developed in the late 1960’s by Paul Hersey and

Ken Blanchard.

The theory was first introduced as the Life Cycle

Theory of Leadership.

In the mid of 1970’s this theory was renamed to

Situational Leadership Theory.

Dr. Ken BlanchardDr. Paul Hersey

It is a contigency theory which emphasis on the

maturity of the followers.

A successful leadership is based on the

selection of the appropriate leadership style.

This style should be well adopted by the

followers where they can and are able to accept

the responsibilities when carrying out a specific

or assigned task.

FOUR MATURITY LEVELS OF THE

GROUP:

Incompetence or unwilling to perform an assigned

task.

Inability to complete an assigned task but is willing

try the task out.

Competent to perform the task but has a mental

block.

The group is positive where the members are

willing to perform the assigned task.

LEVELS OF DEVELOPMENT

D1- Enthusiastic Beginner

D2- Disillusioned Learner

D3- Reluctant Contributor

D4- Peak Performer

LEVEL OF DEVELOPMENT-D1

LEVEL OF DEVELOPMENT-D2

LEVEL OF DEVELOPMENT-D3

LEVEL OF DEVELOPMENT-D4

The Life Cycle Model by Hersey-Blanchard

CONTINGENCY THEORY OF DECISION MAKING

BY: SAILAJA A/P A.JAYAMANI

Normative Leadership Vroom, Yetton & Jago

• This model was originally developed by Vroom and Yetton in 1973 to help the managers decide when and to what extent they should involve the subordinates in solving a problem.

• This model isolates five styles of leadership from fully autocratic to fully democratic;

A I, A II, C I, C II & G II.

The choice of style depends on the situation.

Autocratic

Style

( AI & AII)

Consultative

Style

(CI & CII)

One-Group

Style

(GII)

Factors of this model

Understanding the Model:When you sit down to make a decision, your style, and

the degree of participation you need to get from your team, are affected by three main factors:

• Decision Quality – how important is it to come up with the "right" solution? The higher the quality of the decision needed, the more you should involve other people in the decision.

• Subordinate Commitment - how important is it that your team and others buy into the decision? When teammates need to embrace the decision you should increase the participation levels.

• Time Constraints – How much time do you have to make the decision? The more time you have, the more you have the luxury of including others, and of using the decision as an opportunity for teambuilding.

Vroom and Yetton defined five different decision procedures. Two are autocratic (A1 and A2), two are consultative (C1 and C2) and one is Group based (G2).

• A1: Leader takes known information and then decides alone.

• A2: Leader gets information from followers, and then decides alone.

• C1: Leader shares problem with followers individually, listens to ideas and then decides alone.

• C2: Leader shares problems with followers as a group, listens to ideas and then decides alone.

• G2: Leader shares problems with followers as a group and then seeks and accepts consensus agreement.

The Vroom-Yetton-Jago Decision

Model

A I Manager solve the problem or make decisions

himself, using the information available at that

time.

A II Manager obtains necessary information from

the subordinates, then decides on the solution

to the problem himself. They may or may not

tell the subordinates what the problem is when

they request information. The role of the

subordinates is confined to providing useful

information.

C I Manager shares the problem with relevant

subordinates individually, gets their ideas

and suggestions without bring them together

as group. Then, manager makes the

decision which may or may not reflect

subordinates’ influence.

C II Manager shares the problem with the

subordinates as a group, collectively obtains

their ideas and suggestions. Then makes the

decision which may or may not reflect

subordinates’ influence.

G II Manager shares the problem with

subordinates as a group. Manager and

subordinates together generate and

evaluate alternatives and attempt to reach

consensus on a solution. Manager does not

tries to influence the group to adopt their

preferred solution, and they accept &

implement the solution that has the support

of the entire group.

THE LEADERSHIP CONTINUUM MODEL

Use to determine which one of

seven styles to select based on

one’s use of boss- centred versus

subordinate centred leadership to

meet the situation

Leadership ContinuumRobert Tannenbaum

Manager

makes and

announces

the

decision.

Manager

sells the

decision.

Manager

presents

ideas and

invites

questions.

Manager

presents

tentative

decisions

subject to

change.

Manager

presents

problems,

gets

suggestions

and then

makes the

decision.

Manager

defines

limits and

asks the

group to

make

decision.

Manager

permits the

subordinates

to function

within limits

defined by the

superior.

Use of Authority Area of Freedomby the Managers for the Subordinates

1. Leader makes decision and announces it to employees without discussion

2. Leader makes a decision and sells it to employee questions

3. Leader presents ideas and invites employee questions

4. Leader presents tentative decision subject to change

AUTO

CRAT

IC

PART

ICIP

ATIV

E

5. LEADER PRESENTS PROBLEM, GETS SUGGESTIONS AND MAKES DECISION.

6. LEADER DEFINES LIMITS AND ASKS EMPLOYEES TO MAKE A DECISION

7. LEADER PERMITS EMPLOYEES TO MAKE ONGOING DECISIONS WITHIN DEFINED

LIMITS..

WEAKNESS IN LEADERSHIP CONTINUUM MODEL

• Factors used to select

leadership style are

subjective

• Choosing which style to use is

difficult use this model.

THANK YOU FOR

LISTENING