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Chapter 17 |
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Learning Modules |
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Section 17.2 |
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Key Terms
Section Outline
I. Contingency Theories of Leadership
A. Fiedler’s model of leadership
B. Situational leadership theory and the leader
participation model
C. Path-goal theory
Summary
The Fiedler contingency
model was developed by Fred Fiedler.
The theory states that effective groups depend on a proper match between a
leader’s style of interacting with subordinates and the degree to which the
situation gives control and influence to the leader.
Fiedler proposed that a key
factor in leadership success was an individual’s basic leadership style, either
task oriented or relationship oriented.
Fiedler developed the least-preferred
co-worker (LPC) questionnaire that
measures whether a person is task or relationship oriented. This questionnaire
contained 18 pairs of adjectives, and the leaders were asked to describe the
person they least preferred to work with.
He also isolated three
situational criteria that he believed could be manipulated to create the proper
match with the behavioral orientation of the leader.
These three criteria are as
follows:
a. Leader-member
relations are the degree of
confidence, trust, and respect subordinates have in their leader.
b. Task structure is the degree to which the job assignments are
procedurized.
c. Position
power is the degree of influence a
leader has over power variables such as hiring, firing, discipline, promotions,
and salary increases.
One big assumption that
Fiedler made was that an individual’s leadership style was fixed. Therefore,
there were only two ways to improve leader effectiveness.
a. Bring in a new leader whose style fits
better to the situation.
b. Change the situation to fit the leader.
Research has generally
supported the validity of Fiedler’s model. However, there are some drawbacks
associated with the model.
Some of the drawbacks
include;
a. Additional variables were probably needed
b. There were problems with the LPC and the practicality
needed to be addressed
c. It is probably unrealistic to assume that a person
can not change his or her leadership style to fit the situation
d. The variables have been difficult for practitioners
to assess
Hersey and Blanchard’s Situational
Leadership Theory (SLT) is a
leadership theory developed by Paul Hersey and Ken Blanchard that focuses on
followers’ readiness.
1. Successful
leadership is achieved by selecting the right leadership style that matches the
level of the followers’ readiness.
2. Readiness as defined as the extent to which people have the
ability and willingness to accomplish a specific task and is identified using
four stages.
3. SLT
uses the same two leadership dimensions that Fiedler identified: task and
relationship behavior.
4. The two
leadership dimensions are considered as either high or low and then combined
into four specific leadership.
.
5. Research
efforts to test and support the theory generally have been disappointing,
possibly because of internal ambiguities or inconsistencies in the model itself
Another early contingency
model, developed by Victor Vroom and Phillip Yetton, was the Leaders
Participation Model. The model
relates leadership behavior and participation to decision making. It argues
that leader behavior must adjust to reflect the task structure- whether it was routine,
non-routine, or in between. The
model is what we call a normative one, because it provided a sequential set of rules that the leader follows
in determining the form and amount of participation in decision-making, as
determined by the different situations.
Path-goal theory is the theory that it is the leader’s job to assist
his or her followers in attaining their goals and to provide the direction or
support needed to ensure that their goals are compatible with the overall goals
of the organization.
The term path-goal is
derived from the belief that effective leaders clarify the path to help their
followers get from where they are to the achievement of their work goals and
make the journey along the path easier by reducing roadblocks and pitfalls.
Robert House, the developer
of path-goal theory, and identified four leadership behaviors.
a. The directive leader lets subordinates know what is expected of them,
schedules work to be done, and gives specific guidance on how to accomplish
tasks.
b. The supportive leader is friendly and shows concern for subordinates’
needs.
c. The participative leader consults with subordinates and uses their
suggestions before making a decision.
d. The achievement-oriented leader sets challenging goals and expects subordinates to
perform at their highest level.
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