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Exploring Leadership Contingency Theories: Analysis and Application

This chapter reviews four key contingency theories of leadership, including Normative Decision Model, Situational Leadership Theory, Contingency Model, and Path-Goal Theory, examining how they impact decision-making processes, follower factors, and leader behaviors based on situational factors. The Interactional Framework and factors like leader-member relations, task structure, and power are discussed in detail. The Path-Goal Theory explores expectancy, outcome probabilities, and valences. Various leader behaviors and their effects on follower motivation and satisfaction are analyzed within different situational contexts.

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Exploring Leadership Contingency Theories: Analysis and Application

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  1. Chapter 3 Contingency Theories of Leadership

  2. Chapter Goals • The goal of this chapter is to review the four better known contingency theories of leadership, as well as show their similarities.

  3. Normative Decision Model • The Normative Decision Model, developed by Vroom and Yetton, is solely directed at determining how much input subordinates should have in the decisions making process.

  4. Decision-making processes • To determine which situational and follower factors affect the level of participation and group performance, Vroom and Yetton investigated the decision-making processes leaders use in group settings. They discovered a continuum of decision-as seen in the next slide.

  5. Continuum of decision-making processes Leader Decision process Outcomes: Decision quality Decision acceptance Subordinate development B. Does leader have sufficient information? D. Acceptance important for implementation? E. If decision made is solely by leader, will it be accepted by subordinates? F. Do subordinates share organizational goals? G. Is conflict over preferred solution likely? A. Quality requirement? C. Is problem structured? Followers Situation

  6. The Situational Leadership Theory, developed by Hersey 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?

  7. Situational Leadership Theory and the Interactional Framework Leader Outcomes: Task accomplishment Increased follower maturity Telling: high task, low relationiship Selling: high task, high relationship Participating: low task, low relationship Delegating: low task, low relationship Decision to use developmental intervention What is the followers job maturity? Psychological maturity? Followers What is the task to be accomplished? Situation

  8. The Contingency Model • The Contingency Model, developed by Fiedler, recognizes that leaders have general behavioral tendencies and thereby specifies situations where certain leaders (or behavioral dispositions) may be more effective than others.

  9. Fiedler’s Contingency Theory and the Interactional Framework Leader Outcomes: 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) Leader-member relations Task structure Position Power Followers Situation

  10. The Path-Goal Theory • The Path-Goal Theory, the most sophisticated of the four contingency models, deals with expectancy, performance-to-outcome probabilities, and assigned valences or values to outcome.

  11. The Path-Goal Theory Cont. • Expectancy -If I study for 12 hours, what is the probability I will get an A on the exam? • Performance-to-outcome probabilities - If I get an A on the final, what is the probability of getting an A in the course? • Assigned valences or values to outcome - How much do I value a higher GPA

  12. Path-Goal Theory and Interactional Framework Leader Outcomes: Acceptance of leader Follower motivation Follower satisfaction Leader behavior: Directive, Supportive, Participative, Achievement-oriented Traits Skills and abilities expectations and work perceptions of own group abilities Followers Situation

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