irwin/mcgraw-hill the mcgraw-hill companies, inc. © 1999 slide 3-1 chapter 3 contingency theories...
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Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 3-3 Normative Decision Model The Normative Decision Model, developed by Vroom and Yetton, is solely directed at determining how much input subordinates should have in the decisions making process.TRANSCRIPT
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-1
Chapter 3
Contingency Theories of Leadership
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-2
Chapter Goals
The goal of this chapter is to review the four better known contingency theories of leadership, as well as show their similarities.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-3
Normative Decision Model
The Normative Decision Model, developed by Vroom and Yetton, is solely directed at determining how much input subordinates should have in the decisions making process.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-4
Decision-making processes
To determine which situational and follower factors affect the level of participation and group performance, Vroom and Yetton investigated the decision-making processes leaders use in group settings. They discovered a continuum of decision-as seen in the next slide.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-5
Continuum of decision-making processes
Leader
FollowersSituation
Decision process
B. Does leader have sufficient information?
A. Quality requirement?C. Is problem structured?
D. Acceptance important for implementation?E. If decision made is solely by leader, will it be accepted by subordinates?F. Do subordinates share organizational goals?G. Is conflict over preferred solution likely?
Outcomes:Decision qualityDecision acceptanceSubordinate development
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-6
The Situational Leadership Theory, developed by Hersey and Blanchard, answers the
following questions:
Is there an optimum way for leaders to adjust their behavior with different followers and thereby increase their likelihood of success?
If so, then what factors should the leader base his behavior on?
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-7
Situational Leadership Theory and the Interactional
Framework
What is the task to be accomplished?
What is the followers job maturity?
Followers
Situation
Psychological maturity?
Leader Outcomes:Task accomplishmentIncreased follower maturity
Telling: high task, low relationishipSelling: high task, high relationshipParticipating: low task, low relationshipDelegating: low task, low relationshipDecision to use developmental intervention
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-8
The Contingency Model
The Contingency Model, developed by Fiedler, recognizes that leaders have general behavioral tendencies and thereby specifies situations where certain leaders (or behavioral dispositions) may be more effective than others.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-9
Fiedler’s Contingency Theory and the Interactional
Framework
FollowersSituation
Leader
Task structurePosition Power
Leader-member relations
Motivation hierarchy(as determined by LPC score)
Outcomes:Effective or ineffective group performance based upon match or mismatch between leader and overall favorability of the leadership situation
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-10
The Path-Goal Theory
The Path-Goal Theory, the most sophisticated of the four contingency models, deals with expectancy, performance-to-outcome probabilities, and assigned valences or values to outcome.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-11
The Path-Goal Theory
Expectancy - If I study for 12 hours, what is the probability I will get an A on the exam?
Performance-to-outcome probabilities - If I get an A on the final, what is the probability of getting an A in the course?
Assigned valences or values to outcome - How much do I value a higher GPA
Cont.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Slide 3-12
Path-Goal Theory and Interactional Framework
Outcomes:Acceptance of leaderFollower motivationFollower satisfaction
Leader
FollowersSituation
TraitsSkills and abilitiesexpectations and work perceptions of own group abilities
Leader behavior: Directive, Supportive, Participative, Achievement-oriented