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WEEK 6: CONTINGENCY LEADERSHIP THEORIES - Coggle Diagram
WEEK 6: CONTINGENCY LEADERSHIP THEORIES
CONTINGENCY
organisational theories
actions are dependent on the leaders, followers & situations
the way you manage should change depending on the circumstances
no best way to organise a corporation, to lead a company / to make decisions
FIEDLER CONTINGENCY THEORY
LEADERSHIP STYLE
behavioral patterns that leaders adopt to influence their followers
the way they give directions to their subordinates & motivate them to accomplish the given objectives
SITUATIONS FAVORABLENESS/CONTROL
degree a situation enables the leader to exert influence over the followers
more control = more favorable situation
VARIABLES
LEADER-MEMBER RELATIONS
level of trust & confidence that the team has in us
more trusted leader & has more influence with the group is in a more favourable situation
TASK STRUCTURE
task is made clear to the employee who has to perform it
tasks are standardised, documented & controlled
task can be clear & structured/vague & unstructured
structured tasks are viewed favourably
LEADER'S POSITION POWER
amount of power you have to provide reward or punishment, hire or fire
more power you have, more favourable your situation
CONTINGENCY LEADERSHIP MODEL
identifying leadership style is the first step
leadership style is fixed & can be measured using Least-Preferred Co-Worker (LPC) Scale
identifies whether an individual's leadership style is relationship-oriented/task-oriented
VARIABLES
followers
leader
situation
TASK-ORIENTED LEADER
task performance
accomplishment of task goals
RELATIONSHIP-ORIENTED LEADER
satisfaction
motivation
general well-being of the team members
encourages good teamwork & collaboration
fostering positive relationship & good communication
CONTINUUM MODEL
determine which styles to select based on one's use of boss-entered vs. subordinate centred leadership to meet the situation
successful leaders know which behaviour is the most appropriate at a particular time
WEAKNESS
using the model for choosing the style which has to be used is difficult
factors used to select leadership style are subjective
TYPES OF LEADERSHIP MODELS
PRESCRIPTIVE
which style to use in a given situation
guides the activities & behaviours of others toward goals, opportunities
DESCRIPTIVE
identify contingency variables & leadership styles without directing which style to use in a given situation
NORMATIVE DECISION MODEL
identifying the best decision to make
modeling an idea decision maker who is able to compute with perfect accuracy & is fully rational
the styles are assumed to be learnable
DECISION
leader make decision with no or little involvement of the followers
decisions adjustment depend on
quality required for the decision
likelihood of employee acceptance
CONSULT INDIVIDUAL
leaders take information from followers but decide by himself
SITUATIONAL LEADERSHIP
adjustment of a leadership style to specific situations to reflect employee needs
situational leader - who can adopt different leadership styles depending on the situations
DEVELOPMENTAL LEVEL:THE FOLLOWER
right leadership style depend on the person being led (the follower)
leader's style should be driven by
COMPETENCE
task
knowledge
skills
COMMITMENT
confidence
motivation
readiness as the ability/competence & willingness/commitment or a person to take responsibility for directing their own behaviour
PATH-GOAL MODEL THEORY
specifying a leader's style/behaviour that best fits the employee & work environment in order to achieve a goal
Goal: to increase employees' motivation, empowerment & satisfaction - become productive members of the organization
based on EXPECTANCY THEORY
individual will act in a certain way based on the expectation that the act will be followed by a given outcome & on the attractiveness of that outcome to the individual
MAJOR COMPONENTS
LEADER BEHAVIOR
FOLLOWER CHARACTERISTICS
TASK CHARACTERISTICS
MOTIVATION