FIEDLER'S CONTINGENCY MODELPATH GOAL THEORY &SITUATIONALTHEORYFor Leadership

WHAT IS LEADERSHIP?

Leadership

The ability to influence a group toward the achievement of a vision or set of

goals.

“FIEDLER’S CONTINGENCY MODEL TO LEADERSHIP.”

FIEDLER MODEL: THE LEADER

Leader’s style is fixed and can be measured by the least preferred co-worker (LPC) questionnaire.

Least Preferred Co-Worker

questionnaire (LPC)

The way in which a leader will evaluate a co-worker who is not liked will indicate whether the leader is task-or relationship-oriented.

TASK & RELATIONSHIP ORIENTEDTask oriented Directive Structure situations Set deadlines Make task assignments.

Relationship oriented Focus on people Considerate Not strictly directive.

FIEDLER'S CONTINGENCY MODEL

Situational favorableness, determined by three factors:

1. Leader-member relations Degree to which a leader is accepted and

supported by the group members. 2. Task structure Extent to which the task is structured and

defined, with clear goals and procedures. 3. Position power The ability of a leader to control

subordinates through reward and punishment

FOUR IMPORTANT IDEAS OF CONTINGENCY THEORY ARE: 1. There is no universal or one best way to

manage 2. The design of an organization and its

subsystems must 'fit' with the environment

3. Effective organizations not only have a proper 'fit' with the environment but also between its subsystems

4. The needs of an organization are better satisfied when it is properly designed and the management style is appropriate both to the tasks undertaken and the nature of the work group

CONTINGENCY VARIABLES IN THE REVISED LEADER-PARTICIPATION MODEL

1.Importance of the decision 2.Importance of obtaining follower commitment to the decision 3.Whether the leader has sufficient information to make a good

decision 4.How well structured the problem is 5.Whether an autocratic decision would receive follower

commitment 6.Whether followers “buy into” the organization’s goals 7.Whether there is likely to be conflict among followers over

solution alternatives 8.Whether followers have the necessary information to make a

good decision 9.Time constraints on the leader that may limit follower

involvement 10.Whether costs to bring geographically dispersed members

together is justified 11.Importance to the leader of minimizing the time it takes to

make the decision 12.Importance of using participation as a tool for developing

follower decision skills

Representation of Fiedler’s Contingency Model

HIGH LEVELS OF THESE THREE FACTORS GIVE THE MOST FAVORABLE SITUATION, LOW LEVELS, THE LEAST FAVORABLE. RELATIONSHIP-MOTIVATED LEADERS ARE MOST EFFECTIVE IN MODERATELY FAVORABLE SITUATIONS. TASK-MOTIVATED LEADERS ARE MOST EFFECTIVE AT EITHER END OF THE SCALE. FIEDLER SUGGESTS THAT IT MAY BE EASIER FOR LEADERS TO CHANGE THEIR SITUATION TO ACHIEVE EFFECTIVENESS, RATHER THAN CHANGE THEIR LEADERSHIP STYLE.

PATH-GOAL THEORY (HOUSE, 1971) DESCRIPTION

Path-goal theory centers on how leaders motivate subordinates to accomplish designated goals

Emphasizes the relationship between the leaders style the characteristics of the subordinatesthe work setting

Definition

PATH-GOAL THEORY (HOUSE, 1971) DESCRIPTION

Motivational Principles (based on Expectancy Theory) - Subordinates will be motivated if they believe: they are capable of performing their workthat their efforts will result in a certain

outcome that the payoffs for doing their work are

worthwhile

Perspective

CHALLENGE TO LEADER

Use a Leadership Style that best meets subordinates motivational needs choose behaviors that complement what is missing in

the work setting

enhance goal attainment by providing information or rewards

provide subordinates with the elements they need to reach their goals

BASIC IDEA

PATH-GOAL THEORY

MAJOR COMPONENTS OF PATH-GOAL THEORY

Path-Goal Theory Suggests:Each type of leader behavior has a

different kind of impact on subordinates motivation

Whether or not a particular leader behavior is motivating is contingent on – subordinate characteristics – task characteristics

LEADER BEHAVIORSDirective Leadership Leader who gives subordinates task

instruction including: What is expected of them How task is to be done Timeline for task completionFor role ambiguity Some suggest increasing incentives and

strengthening reward contingencies as two mechanisms of directive leadership for the valence and instrumentality components.

LEADER BEHAVIORSSupportive Leadership Refers to being friendly, approachable, and

supportive as a leader and includes: Attending to well-being & human needs of

subordinates’; Using supportive behavior (cognitive and affective) to

make work environment pleasant and more tolerant; Increase self-confidence and lower anxiety.

LEADER BEHAVIORSParticipative Leadership Leader who invites subordinates to share in the

decision-making A participative leader:

Consults with subordinates Seeks their ideas & opinions Integrates their input into group/organizational

decisions

LEADER BEHAVIORSAchievement Oriented Leadership

Leader who challenges subordinates to perform work at the highest level possible

An achievement oriented leader: Establishes a high standard of excellence for

subordinates; Seeks continuous improvement; Demonstrates a high degree of confidence in

subordinates’ ability to establish & achieve challenging goals.

PATH-GOAL THEORY MATRIX

STRENGTHSUseful 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 behavior and worker motivation.

The path-goal theory approach treats leadership as a one-way event in which the leader affects the subordinate.

SITUATIONAL LEADERSHIP THEORY

SITUATIONAL THEORYPaul Hersey and Ken Blanchard developed a leadership model.

To gained a strong management development.

It is a contingency theory that facuses on the followers‘ readiness.

HERSEY-BLANCHARD'S SITUATIONAL MODEL

SUCCESSFUL LEADERSHIPIt achieved by selecting the right leadership style.

Effective leadership reflects the reality.

Effectiveness also depends on followers.

High relationship orientation to get the followers.

LEADERSHIP STYLE

Behavior pattern of a person who attempts to influence others.

Direct behaviorsSupportive behaviorsLeader shows the path of goal.

FOUR SPECIFIC LEADER BEHAVIORSLeader needs to display high task orientation.

Leader need to use supportive and participative style.

Leader needs to give clear and specific direction.

The leader doesn’t need to do much.

CRITICISMS

LEADERSHIP STYLE GAME PLANCompetency and/or commitment

in one area does not ensure equal competency or commitment in all areas

Achieving competency and/or commitment does not ensure maintaining competency or commitment

1STEP FORWARD2 STEP BACKWARD

HOW DOES SITUATIONAL APPROACH WORKCompetence and Commitment of subordinates.

Leader is to determine the nature of a situation.

Leader is to adapt specific style to prescribed.

Leaders demonstrate a high degree of flexibility.

APPROACH