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19 views

Topic 3 OUM

OUM Topic3

Uploaded by

aliaatikahosman69
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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HMEF5023 V2

EDUCATIONAL LEADERSHIP

ASSOC. PROF. DR. JAMILAH AHMAD

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Topic 3
Contingency
Leadership
Theories
Learning Outcome:
1. Describe the effectiveness of the theories
in various situations.

2. Explain the variables that can influence the


effectiveness of these theories.

3. Evaluate the merits and the demerits of


each leadership style.
INDUCTION

Active Learning
Instruction:
1. Watch the video
https://youtu.be/yi-GnOtSJ38
2. Answer the question.
Continuum of Leadership Theories

Contingen
Great Man
cy
Approach& Behavioural Integrative
Traits

Big 5 Personalty Fiedler


Theory X& Y
Contingency
Achievement Motivation
Theories Continuum Model
Iowa University

Theory X& Y Michigan University Situational LS

Ohio Sate University


Path Goal
Blake et al Leadership Grid
Leadership Theories vs Leadership Models
Leadership Theories Leadership Models
provide a conceptual framework for are visual/conceptual representations
understanding the nature, used to clarify how leadership can be
characteristics, and behaviors of executed or understood.
leadership.

seek to explain why someone based on leadership theories and


becomes a leader, how leadership illustrate how leaders, followers,
develops, and the impact of leadership situations, and specific contexts
on the followers. interact.

Examples : Examples:
transformational theory, contingency the path-goal model, the Blake and
theory, trait theory, and situational Mouton model, the Hersey-Blanchard
theory. situational model, and the leadership
continuum model.
Contingency Theory and Model

Contingency means “it depends.”

One thing depends on other things,


for a leader to be effective there must be an
appropriate fit between the leader’s behaviour
and style and the followers and the situation.
Contingency Theory and Model
•Contingency leadership theories attempt
to explain the appropriate leadership style based on
the leader, followers, and situation.

•Different individuals and groups prefer different


leadership styles.

•There is no best way to organize, to lead or to make


decisions in an organization.
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Contingency Theories
-Fiedler (1951) believed that leadership style is a
reflection of personality (trait theory oriented) and
behavior (behavioral theory oriented) and that
leadership styles are basically constant.
-leaders do not change styles, they change
the situation
-there is no universally effective leadership style, the
key to effective leadership is to match the leader’s style
with the situational favourability.
Contingency Leadership Model
1. Identifying dominant leadership style
Fiedler (1951) believed that leadership style is fixed,
and it can be measured using a scale called Least-
Preferred Co-Worker (LPC) Scale.
Least-Preferred Co-Worker (LPC) Scale/Bipolar Scale
Scoring
Your final score is the total of the numbers you
circled.
57 or less = Low LPC (Task-motivated/oriented)
58-63 = Middle LPC (Socio-independent leaders,
self directed and not overly concerned with the
task or with how others view them).
64 or above = High LPC (Relationships-motivated)
2. Identify whether an individual’s dominant
leadership style

Relationship-oriented Task-oriented
3. Determine the situational favourableness (SF).
• SF - The degree a situation enables the leader
to exert influence over the followers.

• The more control the leaders has over the


follower, the more favorable situation is for
the leaders.
Variables of Situational
Favorableness
Leader-Member
Relations

•This is the level of


trust and confidence
that your team has in
you.
•A leader who is more
trusted and has more
influence with the
group is in a more
favorable situation than
a leader who is not
trusted.
Task Structure
•refers to the degree to which
the task is made clear to the
employee who has to perform
it.
•The extent to which tasks are
standardized, documented and
controlled.
•Task can be clear and
structured, or vague and
unstructured.
•Structured tasks, or tasks
where the team and leader have
knowledge of how to achieve
them, are viewed favorably.
Leader's Position
Power

•This is the amount


of power you have
to provide reward
or punishment, hire
or fire.
•The more power
you have, the more
favorable your
situation will be.
for task-oriented leader, the leadership style suits the extremes of situational favorableness (very favorable
situation / a very unfavorable situation)

for relationship-oriented leader -the most effective leader in environments with situational favorableness that
sits in the middle of the scale
CASE 1
CASE 2
THE LEADERSHIP CONTINUUM MODEL
Tannenbaum and Schmidt (1950s)
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- used to determine which styles to select based on one’s use
of boss-centered vs subordinate centered leadership to meet
the situation.
- focuses on who makes the decisions.
- successful leaders know which behavior is the most
appropriate at a particular time.
THE LEADERSHIP CONTINUUM MODEL
Autocratic Style Participative Style
1. 2. 3. 4. 5. 6. 7.
Leader Leader Leader Leader Leader Leader Leader
makes makes presents presents presents defines permits
decision decision ideas and tentative problem, limits and followers to
and and sells it invites decision gets asks the make
announces to followers follower subject to suggested followers ongoing
it to through a questions. change solutions, to make a decisions
followers presentation and makes decision. within
individually of why it’s a the defined
or in a good idea decision. limits
group (it could
without also be in
discussion writing).
(it could
also be in
writing).
3
PATH-GOAL LEADERSHIP MODEL
House & Mitchell (1974)

- used to select the leadership style (directive,


supportive, participative, or achievement-
oriented) appropriate to the situation
(subordinate and environment) to maximize
both performance and job satisfaction.
Major components
Leader behaviour

Directive : describes tasks, sets schedules, and offers


guidance on task performance.

Supportive : shows concern for subordinates

Participative : relies on subordinates’ suggestions when


making a decision.

Achievement oriented : sets challenging goals


Appropriate
Situation
Leadership Style

● When employees have high role ambiguity


● When employees have low abilities
Directive
● When employees have external locus of
control

● When tasks are boring and repetitive


Supportive
● When tasks are stressful

● When employees have high abilities


● When the decision is relevant to employees
Participative
● When employees have high internal locus of
control

● When employees have high abilities


Achievement-
● When employees have high achievement oriented
4

Situational Leadership Model

• Ken Blanchard and Paul Hersey (in the late


1960's)
• is the adjustment of a leadership style to
specific situations to reflect employee needs.
Situational Leadership Model
What is the best
leadership style?
The one which works
for the individual
leader in a specific
time and in a specific
environment

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INDIVIDUAL WORK

Active Learning
Instruction:
Log in to your my inspire
respond to the question given.

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Summary

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References
Main references
Lussier, R. N., & Achua, C. F. (2016). Leadership: Theory, application, & skill
development. (6th ed.). Cengage Learning, Boston, MA
Northouse, P. G. (2018). Leadership: theory and practice. (8th ed.). Thousand Oaks,
CA: Sage.

Journals
Leadership & Organization Development Journal Academic Leadership Journal of
Leadership & Organizational Studies Leadership Journal International Journal of
Leadership Studies
International Journal of Education Policy and Leadership

Online:
http://oum.edu.my/

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