Presented by; Team 4

Contingency Theory Approach Description

Contingency theory is a leader-match theory
(Fiedler & Chemers, 1974)

Tries to match leaders to appropriate situations

Leaders effectiveness depends on how well the leaders style fits the context Fiedlers generalizations about which styles of leadership are best and worst are based on empirically grounded generalizations

The Fiedler Contingency Model

The Fiedler Contingency Model

was created in the mid-1960s by Fred Fiedler. The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors 1.Leadership style 2.Situational favorableness"

Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale

Leadership styles are described as: Leadership Styles

Task-motivated (Low LPCs) Leaders are concerned primarily with reaching a goal Relationship-motivated (High LPCs) Leaders are concerned with developing close interpersonal relationships Leader Style Measurement Scale (Fiedler)

Least Preferred Co-Worker (LPC) Scale

High LPCs = Relationship-motivated Low LPCs = Task-motivated

(LPC) Scale

Unfriendly Unpleasant Rejecting Tense Cold Boring

1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8

Friendly Pleasant Accepting Relaxed Warm Interesting

Backbiting
Uncooperative Hostile Guarded Insincere Unkind Inconsiderate Untrustworthy Gloomy

Loyal
Cooperative Supportive Open Sincere Kind Considerate Trustworthy Cheerful

Lower Score
The type of leader

Higher Score
High LPCs focus more on personal connections, and they're good at avoiding and managing conflict. Relationshiporiented leaders

is task-oriented leaders ,Fiedler called these as low LPC-leaders. He said that low LPCs are very effective at completing tasks. Relationshipbuilding is a low priority.

2.Situational Favorableness
This depends on three distinct factors

LeaderMember Relations.

Task Structure

Leader's Position Power

Situational Variables/3 Factors

Leader-Member Relations

- Refers to the group atmosphere and the degree of confidence, loyalty, and attraction of followers for leader
Group atmosphere

Good high degree of subordinate trust, liking, positive relationship Poor little or no subordinate trust, friction exists, unfriendly

Task Structure
Concerns the degree to which

requirements of a task are clear and spelled out

High Structure

requirements/rules - are clearly stated/known path to accomplish - has few alternatives task completion - can be clearly demonstrated limited number - correct solutions exist

Task Structure, contd. Concerns the degree to which requirements of a task are clear and spelled out

Low Structure

requirements/rules - not clearly stated/known path to accomplish - has many alternatives task completion - cannot be clearly demonstrated/verified unlimited number - correct solutions exist

Position Power
Designates the amount of authority a

leader has to reward or punish followers

Strong Power authority to hire or fire, give raises in rank or pay Weak Power no authority to hire or fire, give raises in rank or pay

 3 Factors - determine the favorableness of various

situations in organizations Situations that are rated:

Least Favorable

Poor leader-follower relations, unstructured tasks (low structure), & Weak leader position power Fall in between these extremes

Moderately Favorable

 3 Factors - determine the favorableness of various

situations in organizations Situations that are rated:

Most Favorable

good leader-follower relations, defined tasks (high structure), & strong leader position power

Applying the Fiedler Contingency Model

Step 1: Identify your leadershi p style
Step 3: Determine the most effective leadership style

Step 2: Identify your situation

Step 1: Identify your leadership style

Step 2: Identify the situation 3 questions: Are leader-member relations good or poor in the team? Is the task is structured, or is it more unstructured Do the leader have strong or weak power over in the team?

Rate your experience with this person using the scale that is LPC scale. Higher score Relationshipfocused. Lower score Task-focused.

Step 3: Determine the most effective leadership style

LeaderMember Relations Good Good Good Good Poor Poor Poor Poor Task Structure Leader's Most Effective Position Power Leader Strong Weak Strong Weak Strong Weak Strong Weak Low LPC Low LPC Low LPC High LPC High LPC High LPC High LPC Low LPC

Structured Structured Unstructured Unstructured Structured Structured Unstructured Unstructured

Lack of flexibility.
Criticisms of the Model
An issue with the Least-Preferred CoWorker Scale .

Path Goal Theory

Developed by Robert House A theory which describes:

How leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage into motivate followers.

Path-Goal Theory: Brief Description

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 Emphasizes the relationship between the leaders 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 work goals by giving them desired outcomes

Make sure subordinates believe that they can obtain their work

goals and perform at a high level

Leadership Behaviors
Directive leadership Supportive Leadership Participative Leadership

Achievement-Oriented Leadership

Note: House assumes leaders are flexible, can display any behaviors depending on the situations

Subordinate Characteristics

Need for affiliation: prefer supportive leadership Preferences for structure: prefer directive leadership Desires of control: prefer participative leadership Self-perceived level of task ability: prefer achievement orientated

leadership

Path-Goal Theory

Path Goal Variables and Predictions

Path-Goal Theory
Pros
Helps understand how leader behavior effects subordinates

satisfaction and work performance Deals directly with motivation one of the only theories to address this Provides a very practical model make a clear path and follow it

Path-Goal Theory Cons

This is a very complex theory that incorporates many aspects of

leadership Research only partially supports the theory Fails to explain adequately the relationship between leader behavior and subordinate motivation Treats leadership as a one way street, places a majority of the responsibility on the leader

Characteristics of the Situation

Historically, researchers maintained that the situation, not someones traits or abilities, plays the most important role in determining who emerges as a leader. They also believed that leaders were made, not born, and that prior leadership experience helped forge effective leaders

Recently :
More recently, leadership theories have explored how

situational factors affect leaders behaviors. For example, a leaders behavior was said to be depend on a leaders perceptions of several critical aspects of the situation: rules and regulations governing the job; role expectations of subordinates, peers, and superiors; the nature of the task; and feedback about the subordinates performance

The Congruence Model

Input, which consists of the environment, resources, and

history.
Processes, which consist of the work, people, formal

organization, and informal organization.

Output, which consists of the system, unit, and individual.

Congruence Model
The core of the Congruence Model has four components:
the work,

the people,
the formal organizational, and the informal organization.

 The work is what is to be done by the organization

and its component parts.

The people refers to the leader and followers and their

skills, knowledge, experience, expectations, needs and preferences.

 The formal organization addresses how the level of

authority, organizational structure, organizational design, lateral interdependence, and organizational culture affect leaders and followers behavior.

The informal organization refers to its culture (shared

backgrounds, norms, values, or beliefs.)

Environmental characteristics
Environmental characteristics concern situational

factors outside the task or organization that still affect the leadership process. These include : technological, economic, political, social, and legal forces.

Summary
Although leaders and followers behaviors are affected

by a variety of situational factors, all too often leaders and followers completely overlook how changing the situation can help them to change their behavior. The most important point regarding situational engineering is to get leaders and followers to understand that the situation is not set in concrete, and to think about how they can change the situation in order for everyone to be more satisfied and productive.