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Leadership

Leadership. Ch 13 Part 2: April 9. Contingency Theories. Focus on which leadership styles are most effective under which conditions 1. Fiedler’s LPC theory Leader traits & situational aspects are impt Trait of most importance is your assessment of your Least Preferred Coworker (LPC)

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Leadership

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  1. Leadership Ch 13 Part 2: April 9

  2. Contingency Theories • Focus on which leadership styles are most effective under which conditions • 1. Fiedler’s LPC theory • Leader traits & situational aspects are impt • Trait of most importance is your assessment of your Least Preferred Coworker (LPC) • Evaluate that personal favorably/unfavorably?

  3. Low LPC = don’t like the person and evaluate them negatively (concern with what?) • High LPC = don’t like the person, but can see positive aspects (concern with what?) • Is this viewed as a trait or state? • Effectiveness of each LPC style depends on: • Leader-member relations • Degree of task structure • Leader’s position power

  4. Fiedler’s LPC (cont.) Low LPC most effective when? High LPC most effective when?

  5. Applying LPC theory • Match leader to situation; practical • Evaluation of theory – • Conclusions about leader effectiveness derived from many studies • Criticisms?

  6. Normative Decision Theory (Vroom & Yago) • Another contingency theory, focused on styles of participative decision making • Prescriptive theory indicating which of 5 styles a leader should adopt based on decision tree • Autocratic (2 types) • Consultative (2 types) • Group decision (1 type)

  7. Normative Decision Model Decision Stylea Definition AI Leader makes the decision alone AII Leader asks for information from team members but makes the decision alone. Team members may or may not be informed what the situation is. CI Leader shares situation with each team member and asks for information and evaluation. Team members do not meet as a team, and the leader alone makes the decision. CII Leader and team members meet as a team to discuss the situation, but the leader makes the decision. G Leader and team members meet as a team to discuss the situation, and the team makes the decision. aA = autocratic C = consultative G = group Sources: V. H. Vroom and P. W. Yetton, Leadership and Decision-Making (Pittsburgh, PA: University of Pittsburgh Press, 1973); V. H. Vroom and A. G. Jago, The New Leadership: Managing Participation in Organizations (Englewood Cliffs, NJ: Prentice Hall, 1988). Adapted from Exhibit 11.6: Normative Decision-Making Model: Decision-Making Styles

  8. Normative Decision Theory (cont.) • Follow decision tree, questions related to quality of decision needed and acceptance of decision • Evaluation of theory?

  9. Self-Leadership • Idea that there are substitutes for leadership, may not need leader position anymore • What could substitute? • How well do these variables predict important outcomes?

  10. New Directions in Charismatic Leadership • Seyranian & Bligh (2008) article: • Charism. Leaders (CL) present powerful vision & motivate change • But how exactly do they do it? • Communication strategy: • 1. Frame-breaking – • 2. Frame-moving – • 3. Frame-realigning – • Use negation, inclusion, and abstract language

  11. Their study: • Sampled 17 U.S. Pres (T. Roosevelt – Bush) • 2 speeches from 1st (frame-breaking), middle (frame-moving), & last yr (realigning) of 1st terms • 10 pol historians rated charisma • Which ones were most charismatic? • Results: • 1) • 2) • 3) • Influence of social identity theory -

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