Contingency

Approaches

1
 Comparing the Universalistic and
Ex. 3.1

Contingency Approaches to Leadership

Leadership Outcomes
Universalistic
Traits/behaviors (Performance, satisfaction,
Approach
etc.)

Leader

Style
Traits
Contingency
Behavior
Approach Outcomes
Position
(Performance, satisfaction,
Needs Task etc.)
Maturity Structure
Followers Training Systems Situation
Cohesion Env.

2
 Contingency Approaches
Contingency approaches:
approaches that seek to delineate the
characteristics of situations and
followers and examine the leadership
styles that can be used effectively

The answer then is:

That the answer depends on leader,
follower, and situation variables.
Leaders skills will differ and situation will
differ in each case.

3
Contingency Approaches

Contingency approaches:

Ultimately, the leader, the followers,

and the situation must match for true
leadership to take place!

4
Lets take a look at Leader Behavior
and Four Leader Styles
High

High Task-Low High Task-High

BEHAVIOR

Relationship Relationship
TASK

Low Task-Low High Relationship

Relationship -Low Task

Low
Low RELATIONSHIP BEHAVIOR High

5
Qualities that influence a Leader
Vision
Qualities that influence a Leader
Vision
Ability
Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability
Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability
Concern for others
Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability
Concern for others
Self Confidence
Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability
Concern for others
Self Confidence
Integrity
Qualities that influence a Leader
Vision
Ability
Enthusiasm/Vitality
Stability
Concern for others
Self Confidence
Integrity
Charisma
 Situational Theory
Lets look at Situational approaches

Hersey and Blanchards extension

of the Leadership Grid focusing on
the characteristics of followers as
the important element of the
situation, and consequently, of
determining effective leader
behavior

14
 Situational Theory
Chart:

15
 Hersey and Blanchards
Ex. 3.4

Situational Theory of Leadership

Follower Characteristics Appropriate Leader Style

Low readiness level Telling (high task-low relationship)

Moderate readiness level Selling (high task-high relationship)

High readiness level Participating (low task-high rel.)

Very high readiness level Delegating (low task-low relationship)

16
 Path-Goal Theory

A contingency approach to
leadership in which the leaders
responsibility is to increase
subordinates motivation by
clarifying the behaviors necessary
for task accomplishment and
rewards

17
 Ex. 3.5 Leader Roles in the Path-Goal
Path Clarification Model Increase Rewards
Leader defines what follower Leader learns followers
must do to attain work needs
outcomes

Leader clarifies followers Leader matches followers

work role needs to rewards if work
outcomes are accomplished

Follower has increased Leader increases value of

knowledge & confidence to work outcomes for follower
accomplish outcomes

Follower displays increased effort and

motivation

Organizational work outcomes are

accomplished
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 Ex. 3.6Path-Goal Situations and
Preferred Leader Behaviors
Situation Leader Behavior Impact on Follower Outcome

Followers lack Supportive Increases confidence

self-confidence Leadership to achieve work
outcomes

Directive Increased
Ambiguous job Clarifies path to effort;
Leadership improved
reward
satisfaction
and
performance

Lack of job Achievement- Set and strive for

challenge Oriented high goals
Leadership

Incorrect Participative Clarifies followers

reward Leadership needs to change
rewards

19
Ex. 3.7 Five Leader Decision Styles

Area of Freedom for Group

Area of Influence by Leader

Decide Consult Consult Facilitate Delegate

Individually Group

20
 Substitute and Neutralizer
Substitute: a situational
variable that makes
leadership unnecessary
or redundant
Neutralizer: a situational
characteristic that
counteracts the leadership
style and prevents the
leader from displaying
certain behaviors

21
 Ex. 3.10 Substitutes and Neutralizers
for Leadership
Variable Task-Oriented People-Oriented
Leadership Leadership

Organizational Group cohesiveness Substitutes for Substitutes for

variables Formalization Substitutes for No effect on
Inflexibility Neutralizes No effect on
Low positional power Neutralizes Neutralizes
Physical separation Neutralizes Neutralizes

Task Highly struct. task Substitutes for No effect on

characteristics Automatic feedback Substitutes for No effect on
Intrinsic satisfaction No effect on Substitutes for

Follower Professionalism Substitutes for Substitutes for

characteristics Training/experience Substitutes for No effect on
Low value of rewards Neutralizes Neutralizes

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 Filling the GAPS
JACK WELCH
Before you are a leader,
success is all about growing
yourself. When you become a
leader, success is all about
growing others and filling the
Gaps.
 Through Individualized
Leadership
Vertical Dyad Linkage
Leader Member Exchange (LMX)
Partnership Building
Systems and Networks
 Through Communication
Build Relationships
Create the sense of Community
Remember to ask questions
Maintain Open Channels of
Communication
 Through Leadership
Remember that everything filters down
Allow for opportunities
Seek to Engage
Dont Delegate. Motivate!
 Through Empowerment
Empowerment is the delegation of power
or authority to subordinates in the
organization
Are they a 4 or are they a 5?
Share the Power.
 Through Tools
Personal Evaluations
One on One meetings
Building rapport with your team
Going to meetings
Having outings
Team Building Exercise
Though Conferences