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(cont.)
The effects of leadership vary from situation to situation. Aspects of the situation that enhance or nullify the effects of a leaders traits or behavior are called situational moderator variables.
(cont.)
Contigency Approach
The four theories share several similarities:
(cont)
They are theories rather than someones personal opinions. They implicitly assume that leaders are able to accurately diagnose or assess key aspects of the followers and the leadership situation. With the exception of the contingency model, leaders are assumed to be able to act in a flexible manner. A correct match between situational and follower characteristics and leaders behavior is assumed to have a positive effect on group or organizational outcomes.
The Situational Leadership Theory developed by Hershey and Blanchard, answers the following questions:
Is there an optimum way for leaders to adjust their behavior with different followers and thereby increase their likelihood of success?
If so, then what factors should the leader base his behavior on?
The Answer:
Answer is that leaders adapt their style or behavior based on he maturity of their followers. The most effective style depends on the readiness level of group members. Readiness is the extent to which a follower is able and willing to accomplish a specific task.
TM 13-6
(HIGH)
High Rel. High Task Low task High Rel. Low Rel. High Task Low task Low Rel.
1
TASK BEHAVIOR
(LOW)
HIGH R4
(HIGH)
LO W R1
FOLLOWER READINESS
MODERATE R3 R2
Any given follower could be low on readiness to perform one task but high on readiness to perform a different task.
Evaluation (cont)
Situational Leadership is a useful way to get leaders to think about how leadership effectiveness may depend somewhat on being flexible with different subordinates, not on acting the same way toward them all.
Some leaders may be generally more supportive and relationship-oriented, whereas others may be more concerned with task or goal accomplishment. The contingency model suggests that leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation or changing the situation to fit the particular leaders style. To understand the contingency theory one must look first at the critical characteristics of the leader and then at the critical aspects of the situation.
LPC Scale
The scale instructs a leader to think of the single individual with whom he has had the greatest difficulty working and then to describe that individual in terms of a series of bipolar activities. Based on their LPC scores, leaders are categorized into two groups:
Low-LPC leaders (primarily motivated by task) High-LPC leaders (primarily motivated by relationships)
Scale Interpretation
One who describes the least preferred coworker in favorable terms is relationship-motivated. In contrast, a person who describes his or her least preferred coworker unfavorably tends to be taskmotivated.
People
Task
Situation Dimensions:
The situation is assessed to determine the degree of situational control, or favorability, for the leader using three dimensions:
1. Leader-member relations measures how well the group and the leader get along. 2. Task structure measures how clearly the procedures, goals, and evaluation of the job are defined. 3. Position power measures how much authority the leader possesses.
Leader-member relations contribute as much to the favorability of the leadership situation as do task structure and position power combined.
Low
Leader-member relations
Structured
Task structure
High Low 2 Low 6
Position power
1
Octant
Very Unfavorable
Relationship-oriented managers most effective in IV, V, VI, V Task-oriented managers most effective in I, II, III or VIII.
Path-Goal Theory
The path-goal theory of leadership effectiveness specifies what the leader must do to achieve high productivity and morale in a given situation. Path-goal theory, in its most basic form, is based upon expectancy theory. The effective leader will ensure valued rewards are available to the followers (the goal) and will help them find ways of getting to these goals (the path).
Path-goal theory uses the same basic assumptions as expectancy theory (to be discussed in topic 19Motivation)
Leader Behaviors
Leader behaviors- unlike contingency theory, path-goal theory suggests that leaders may use varying styles with different subordinates or even with the same subordinates in differing situations.
The Four Leader Behaviors of the Path-Goal Theory Directive leadership Supportive leadership Participative leadership Achievement-oriented leadership
Leaders / Path-Goal
Directive leaders give specific directions. Supportive leaders strive to create a positive climate. Participative leaders consult with subordinates taking their suggestions into account. Achievement-oriented leaders push goal setting, higher standards, and show strong confidence in their followers.
The Followers
Path-goal theory contains follower variables of overall satisfaction,locus of control,and perceived ability. Followers will actively support a leader as long as they view the leaders actions as a means for increasing their own level of satisfaction. Followers who believe they are capable of performing a task are not as motivated by, or willing to accept, a directive leader as they would a leader with participative behavior.
Evaluation of Theory
Path-Goal Theory is so complicated and has so many nuances it is primarily studied by researchers and scholars in the field of leadership it has little value or at best questionable value for practicing leaders.