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C HAPTER T WELVE

C HAPTER T WELVE. Contingency Theories of Leadership. M4. M3. M2. M1. SLT Prescriptions For Most Appropriate Behaviors Based On Follower Maturity. Participating (Lo T, Hi R). Selling (Hi T, Hi R). Relationship behaviors. Delegating (Lo T, Lo R). Telling (Hi T, Lo R).

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C HAPTER T WELVE

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  1. CHAPTERTWELVE Contingency Theories of Leadership

  2. M4 M3 M2 M1 SLT Prescriptions For Most Appropriate Behaviors Based On Follower Maturity Participating (Lo T, Hi R) Selling (Hi T, Hi R) Relationshipbehaviors Delegating (Lo T, Lo R) Telling (Hi T, Lo R) Task behaviors Follower maturity

  3. Components Of Follower Maturity • Job maturity – the amount of task-relevant knowledge, experience, skill, and ability that the follower possesses. • Psychological maturity – the follower’s self-confidence, commitment, motivation and self-respect relative to the task at hand.

  4. Factors From the Situational Leadership Theory and the Interactional Framework Leader Telling High task, low relationship Selling: High task, high relationship Participating: Low task, low relationship Delegating: Low task, low relationship Outcomes: Task accomplishment Increased follower maturity (if developmental interventions used) Decision to use developmental intervention What is the task to be accomplished? What is the followers’ job maturity? Psychological maturity? Situation Followers

  5. Contingency Theory Leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation or changing the situation to fit the particular leader’s style.

  6. People Task Task People Low-LPC leader motivational hierarchy High-LPC leader motivational hierarchy Motivational Hierarchies For Low- and High-LPC Leaders

  7. Contingency Model Octant Structure For Determining Situational Favorability Overall situation favorability High Low Leader-member relations Task structure Position power Octant

  8. Factors From Fiedler’s Contingency Theory and the Interactional Framework Leader Outcomes: Effective or ineffective group performance based upon match or mismatch between leader and overall favorability of the leadership situation Motivation hierarchy (as determined by LPC score) Leader-member relations Task structure Position power Followers Situation

  9. Four Leader Behaviors of Path-Goal Theory • Directive • Supportive • Participative • Achievement-oriented

  10. Interaction Between Followers’ Locus of Control Scores and Leader Behavior in Decision Making External locus of control followers Internal locus of control followers High Follower satisfaction with leader Low Participative Directive Leader behavior in decision making

  11. Newly formed work unit Directive behaviors (tell followers what to do and how to do it) Reduced role ambiguity (clearer effort-to-performance links) Higher effort Higher satisfaction Substandard performance (no rewards for performance) Directive behaviors (make rewards available and contingent on performance) Clearer performance-to-reward links (increased valence) Higher effort Higher satisfaction Examples of Applying Path-Goal Theory Situation Leader Followers Outcomes

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