C HAPTER T WELVE. Contingency Theories of Leadership. M4. M3. M2. M1. SLT Prescriptions For Most Appropriate Behaviors Based On Follower Maturity. Participating (Lo T, Hi R). Selling (Hi T, Hi R). Relationship behaviors. Delegating (Lo T, Lo R). Telling (Hi T, Lo R).
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Contingency Theories of Leadership
M1SLT Prescriptions For Most Appropriate Behaviors Based On Follower Maturity
Participating (Lo T, Hi R)
Selling (Hi T, Hi R)
Delegating (Lo T, Lo R)
Telling (Hi T, Lo R)
Telling High task, low relationship
Selling: High task, high relationship
Participating: Low task, low relationship
Delegating: Low task, low relationship
Increased follower maturity (if developmental interventions used)
Decision to use developmental intervention
What is the task to be accomplished?
What is the followers’ job maturity?
Leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation or changing the situation to fit the particular leader’s style.
People Interactional Framework
Low-LPC leader motivational hierarchy
High-LPC leader motivational hierarchyMotivational Hierarchies For Low- and High-LPC Leaders
Overall situation favorability
Effective or ineffective group performance based upon match or mismatch between leader and overall favorability of the leadership situation
Motivation hierarchy (as determined by LPC score)
External locus of control followers
Internal locus of control followers
Follower satisfaction with leader
Leader behavior in decision making
Newly formed work unit Leader Behavior in Decision Making
Directive behaviors (tell followers what to do and how to do it)
Reduced role ambiguity (clearer effort-to-performance links)
Substandard performance (no rewards for performance)
Directive behaviors (make rewards available and contingent on performance)
Clearer performance-to-reward links (increased valence)
Higher satisfactionExamples of Applying Path-Goal Theory