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Contingency Theories

Contingency Theories. McGovern & Bernhard. McGovern Possible in sport? Examples… Why is this not done often? Hint: Who becomes coach? Bernhard Possible in exercise settings? Examples… Take Home Message specific to Leadership?. Contingency Approaches.

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Contingency Theories

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  1. Contingency Theories

  2. McGovern & Bernhard • McGovern • Possible in sport? Examples… • Why is this not done often? • Hint: Who becomes coach? • Bernhard • Possible in exercise settings? Examples… • Take Home Message specific to Leadership?

  3. Contingency Approaches • “The basic tenet of this focus was that behavior effective in some circumstances might be ineffective under different conditions” (p. 64). • A 4-5th grade soccer coach would behave much differently than the same coach at the Olympic level.

  4. Contingency Approaches • Two qualities by the Leader MUST be present. • Sliding scale of two behaviors. • Most difficult one to achieve success at?

  5. Fiedler’s Contingency Model • Premise was to critically examine the two largest variables for predicting potential success: • Leader & Organization • Where in sport do we see this approach? • Least Preferred Coworker (LPC) scale

  6. Fiedler’s 3 Prongs of the Situation • Leader-Member relations: • Members’ attitudes towards & acceptance of the leader. • Task Structure: • High or low = greater chance of success? • Position Power: • An evaluation of formal power.

  7. Using Fiedler’s Model • Evaluate yourself as a leader accurately. • Evaluate the situation accurately. • Do these variables change? • General research support, but correlation statistics only. • LPC is simplistic and doesn’t account for everything.

  8. Hersey & Blanchard Situational Theory • Evaluation is primarily based on follower readiness level. Then the leader alters her behavior to adjust to the level of the followers. • This notion applies to both a team as a whole and individuals within a team. • Where do we see this ‘tiered’ behavior from coach to follower in sport? Exercise?

  9. Path-Goal Theory • Leader is to increase motivation of followers in order to achieve greater rewards. • Path Clarification. • Increased usage and congruence of rewards. • Difficult or easy in exercise? • 3 sections to consider: • Leader Behavior • Followers & Situation • Rewards

  10. Path-Goal Theory: Leader Behavior • Supportive Leadership: concern for followers. • Directive Leadership: specific instructions for followers. (color by number) • Participative Leadership: followers’ opinions are sought and valued. • Achievement-oriented Leadership: challenging goals and constant improvement to meet them. • *Behavioral patterns, NOT traits.

  11. Path-Goal Theory: Situation • Personal characteristics of group members. • Ability, skills, needs & motivations. • Work environment. • Task structure: defined vs. abstract. • Formal authority: legitimate power + rules & policies. • Group characteristics: educational level & relationships among members.

  12. Path-Goal Theory: Rewards • How do followers get to rewards? • What rewards do they want? • Exercise examples…?

  13. Vroom-Jago • “focuses on varying degrees of participative leadership, and how each level of participation influences quality and accountability of decisions.” (p. 79) • Premise: Leader faces a problem and must make a decision.

  14. Vroom-Jago: Leader Participation Style • Continuum from solely autocratic to solely democratic. • Utilize 7 questions to determine where on the continuum the situation is which in turn provides a prescription of behavior to follow. • Initial problems with this approach?

  15. Vroom-Jago: 7 Questions • Decision significance. • Importance of commitment. • Leader expertise. • Likelihood of commitment. • Group support for goals. • Goal expertise. • Team competence.

  16. Vroom-Jago: Time vs. Development • Increasing the time to make a decision should prompt greater follower development. • Which is paramount? • Time or Development… • Sport? • Exercise?

  17. Leadership ALWAYS Necessary? • Substitute: a situational variable that makes a certain leadership style unnecessary or redundant. • Neutralizer: a situational variable that counteracts a leadership style and prevents the leader from acting in a certain way.

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