UNDERSTANDIN

G LEADERSHIP:
THEORIES AND
CONCEPTS
Chapter 4:
Contingency Theories
Gentry Denise Benjamin, Esq.
2

Explain what is meant by a

contingency theory of leadership

Explain Fiedler’s contingency

model of leadership
CHAPTER
OBJECTIVES
Describe the least preferred co-
worker scale

Identify and describe the three

components of situational
favorableness
3

Discuss the match of LPC scores

and situational favorableness
for most effective leadership
performance

CHAPTER Describe the Path-Goal Theory

OBJECTIVES of leadership

, CONT.
Describe Hersey and
Blanchard’s leadership model
4

INTRODUCTION

Follower’s personal
Leadership is a characteristics, task
complex process not Prior research ignored factors, and
found in a single trait situational variables organizational factors
or style influence leadership
effectiveness
WHAT IS A CONTINGENCY?

• Contingency is a
provision for an
unforeseen event or
circumstance.
WHAT IS CONTINGENCY?
CONTINGENCY
Organizational Culture affects leadership styles.
SITUATION AND CONTINGENCY
CONT.
Organizational
effectiveness is
affected by Situations shape
situational factors how leaders behave.
not under leader
control.

The type of
Situations influence organization
the consequences of influences which
leader behavior. leadership approach
is best.
9

Earliest and
Least
most widely
preferred co-
researched
worker scale
theory
FIEDLER’S
CONTINGENCY
MODEL
High LPC
Low LPC
scores
scores
indicate
indicate task-
relationship-
oriented
oriented
leadership
leadership
10
Three variables combine to
create situational favorableness

Leader member relations

FIEDLER’S
Task structure
CONTINGENCY
MODEL, CONT.
Power position

Leader member relations is the

strongest, position power is the
weakest
11

FIEDLER’S CONTINGENCY
MODEL, CONT.

01 02 03
A great deal of Criticism has been Most of the
research has been raised about the studies were
conducted using use of the LPC generally
LPC scores scale supportive of the
theory, but doubts
remain
PATH GOAL THEORY
• In general, a leader
attempts to clarify the
path to a goal for a
group member so that
the group member
receives personal
payoffs.
• At the same time, this
group member's job
satisfaction and
performance increase.
13

PATH-GOAL Directive –
provides
Supportive –
maintain
THEORY, CONT structure,
organizes
control but
friendly

FOUR Participative –
Achievement-
oriented –
LEADERSHIP consultative
approach,
challenging
STYLES. input
goals and
stress
encouraged
excellence
Recognize
Recognize or activate group members'
or needs over which Lhe leader has control.
activate

STEPS LEADERS
CAN TAKE TO Increase the personal payoffs to team
INFLUENCE Increase members for attaining work goals. The
leader might give high-performing
PERFORMANCE employees special recognition.

AND
SATISFACTION
Make the paths to payoffs (rewards) easier
by coaching and providing direction. For
Make instance, a manager might help a team
member be selected for a high-level project.
Help group members by clarifying your
expectations of how effort will lead to
good performance and how
performance will lead to a reward. The
leader might say, "Anyone who has
gone through this training in the past
came away knowing how to implement
STEPS LEADERS a Six Sigma (quality standards)
program. And most people who learn

CAN TAKE TO how to use this system wind up getting

a good raise.“

INFLUENCE
PERFORMANCE
AND Reduce frustrating barriers to reaching
SATISFACTION goals. For example, the leader might
hire a temporary worker to help with a
seasonal workoverload.
16

PATH-GOAL THEORY, CONT.

Research not
Leader style is
consistent, but Path-
mediated by the Goal achievement is
Goal theory provides a
characteristics of the follower satisfaction,
basis for
followers and the productivity, and
understanding the
situation resulting in rewards
complexity of
goal achievement
leadership styles
17

SITUATIONAL LEADERSHIP
• Based on the Ohio State
THEORY
studies
• Leadership is based on the
characteristics of the
followers.
• The combination of the
employee’s commitment and
competence (ability to do the
job) determines his her
developmental level.
S3 S2 Coaching Leadership Style: High
Supporting Leadership Style: Low on directing and high on supporting
on directing and high on supporting behaviors
behaviors)
Supporting (relationship

behaviors
D2 Disillusioned Learner: Some
D3 competence but low commiment
Capable but Cautious Performer:
Growing competence and variable
commitment
S4 S1
Delegating Leadership Style: Low on Directive Leadership Style: High on
directing and low on supporting directive and low on supporting
behaviors behaviors

D4
Self-Reliant Achiever: Highest level of D1
commitment and competence. Enthusiastic Beginner: Low
competence but high commitment

Directing (Task-related behaviors)

19

SLT assumes that leaders are

flexible in their styles
SITUATIONA
L Developmental level of
followers fluctuates based on
LEADERSHI the situation
P THEORY,
CONT. Little research support, but
used frequently in
managerial training
NORMATIVE DECISION
MODEL
1. Decide. The leader makes the decision alone and either announces or sells it to the
group. The leader might use expertise in collecting information from the group or from
others who appear to have information relevant to the problem.

2. Consult (Individually). The leader presents the problem to the group members
individually, gathers their suggestions, and then makes the decision.

3. Consult (Group). The leader presents the problem to group members in a meeting,
gathers their suggestions, and then makes the decision.
NORMATIVE DECISION
MODEL
4. Facilitate. The leader presents the problem and then acts as a facilitator,
defining the problem to be solved and the boundaries in which the decision
must be made. The leader wants concurrence and avoids having his or her
ideas receive more weight based on position power.

5. Delegate. The leader permits the group to make the decision within
prescribed limits. Although the leader does not directly intervene in the
group's deliberations unless explicitly asked, he or she works behind the
scenes. providing resources and encouragemet.
LEADERSHIP MEMBER
EXCHANGE
Leaders who adapt
their style to different
individuals within the
group, or have different
quality relationships
with individual group
members, are
essentially practicing
contingency leadership.
23

SUMMARY
• Contingency theory offers the richest explanation
• Definite progression in complexity and comprehensiveness of theory from
LPC to SLT