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Contingency Models
Leadership styles cannot be fully explained by behavioural models. The situation in which the group is operating also determines the style of leadership which is adopted.
Several models exist which attempt to understand the relationship between style and situation, four of which are described here:
• Fiedler's Contingency Model.
• Hersey-Blanchard Situational Theory.
• Path-Goal Theory.
• Vroom-Yetton Leadership Model
The models described have limited validity, but are still widely used.
Fiedler's Contigency Model
Hersey-Blanchard Situational Theory
Path-Goal Theory
Vroom-Yetton Leadership Model
References
Fiedler's Contingency model
Fiedler's model assumes that group performance depends on:
• Leadership style, described in terms of task motivation and relationship motivation.
• Situational favourableness, determined by three factors:
1. Leader-member relations - Degree to which a leader is accepted and supported by the group members.
2. Task structure - Extent to which the task is structured and defined, with clear goals and procedures.
3. Position power - The ability of a leader to control subordinates through reward and punishment.
High levels of these three factors give the most favourable situation, low levels, the least favourable. Relationship-motivated leaders are most effective in moderately favourable situations. Task-motivated leaders are most effective at either end of the scale.
Fiedler suggests that it may be easier for leaders to change their situation to achieve effectiveness, rather than change their leadership style.
Hersey-Blanchard Situational Theory
This theory suggests that leadership style should be matched to the maturity of the subordinates. Maturity is assessed in relation to a specific task and has two parts:
• Psychological maturity - Their self-confidence and ability and readiness to accept responsibility.
• Job maturity - Their relevant skills and technical knowledge.
As the subordinate maturity increases, leadership should be more relationship-motivated than task-motivated. For four degrees of subordinate maturity, from highly mature to highly immature, leadership can consist of:
• Delegating to subordinates.
• Participating with subordinates.
• Selling ideas to subordinates.
• Telling subordinates what to do
Path-Goal Theory
Evans and House suggest that the performance, satisfaction and motivation of a group can be affected by the leader in a number of ways:
• Offering rewards for the achievement of performance goals.
• Clarifying paths towards these goals.
• Removing performance obstacles.
A person may do these by adopting a certain leadership style, according to the situation:
• Directive leadership - Specific advice is given to the group and ground rules are established.
• Supportive leadership - Good relations exist with the group and sensitivity to subordinates' needs is shown.
• Participative leadership - Decision making is based on group consultation and information is shared with the group.
• Achievement-oriented leadership - Challenging goals are set and high performance is encouraged while showing confidence in the groups' ability.
Supportive behaviour increases group satisfaction, particularly in stressful situations, while directive behaviour is suited to ambiguous situations. It is also suggested that leaders who have influence upon their superiors can increase group satisfaction and performance.
Vroom-Yetton Leadership Model
This model suggests the selection a leadership style for making a decision. There are five decision making styles:
• Autocratic 1 - Problem is solved using information already available.
• Autocratic 2 - Additional information is obtained from group before leader makes decision.
• Consultative 1 - Leader discusses problem with subordinates individually, before making a decision.
• Consultative 2 - Problem is discussed with the group before deciding.
• Group 2 - Group decides upon problem, with leader simply acting as chair.
The style is chosen by the consideration of seven questions, which form a decision tree. This is described in Leadership and Decision Making, by V.H.Vroom and P.W.Yetton, pp.41-42, published by University of Pittsburgh Press, 1973.
References
D.S.Pugh, 'Organization Theory - Selected Readings', Penguin Books, pp417-424, 1990
Robert P.Vecchio, 'Organizational Behavior', Dryden Press, pp286-304, 1988
From India, Coimbatore
733Contingency Models
Leadership styles cannot be fully explained by behavioural models. The situation in which the group is operating also determines the style of leadership which is adopted.
Several models exist which attempt to understand the relationship between style and situation, four of which are described here:
• Fiedler's Contingency Model.
• Hersey-Blanchard Situational Theory.
• Path-Goal Theory.
• Vroom-Yetton Leadership Model
The models described have limited validity, but are still widely used.
Fiedler's Contigency Model
Hersey-Blanchard Situational Theory
Path-Goal Theory
Vroom-Yetton Leadership Model
References
Fiedler's Contingency model
Fiedler's model assumes that group performance depends on:
• Leadership style, described in terms of task motivation and relationship motivation.
• Situational favourableness, determined by three factors:
1. Leader-member relations - Degree to which a leader is accepted and supported by the group members.
2. Task structure - Extent to which the task is structured and defined, with clear goals and procedures.
3. Position power - The ability of a leader to control subordinates through reward and punishment.
High levels of these three factors give the most favourable situation, low levels, the least favourable. Relationship-motivated leaders are most effective in moderately favourable situations. Task-motivated leaders are most effective at either end of the scale.
Fiedler suggests that it may be easier for leaders to change their situation to achieve effectiveness, rather than change their leadership style.
Hersey-Blanchard Situational Theory
This theory suggests that leadership style should be matched to the maturity of the subordinates. Maturity is assessed in relation to a specific task and has two parts:
• Psychological maturity - Their self-confidence and ability and readiness to accept responsibility.
• Job maturity - Their relevant skills and technical knowledge.
As the subordinate maturity increases, leadership should be more relationship-motivated than task-motivated. For four degrees of subordinate maturity, from highly mature to highly immature, leadership can consist of:
• Delegating to subordinates.
• Participating with subordinates.
• Selling ideas to subordinates.
• Telling subordinates what to do
Path-Goal Theory
Evans and House suggest that the performance, satisfaction and motivation of a group can be affected by the leader in a number of ways:
• Offering rewards for the achievement of performance goals.
• Clarifying paths towards these goals.
• Removing performance obstacles.
A person may do these by adopting a certain leadership style, according to the situation:
• Directive leadership - Specific advice is given to the group and ground rules are established.
• Supportive leadership - Good relations exist with the group and sensitivity to subordinates' needs is shown.
• Participative leadership - Decision making is based on group consultation and information is shared with the group.
• Achievement-oriented leadership - Challenging goals are set and high performance is encouraged while showing confidence in the groups' ability.
Supportive behaviour increases group satisfaction, particularly in stressful situations, while directive behaviour is suited to ambiguous situations. It is also suggested that leaders who have influence upon their superiors can increase group satisfaction and performance.
Vroom-Yetton Leadership Model
This model suggests the selection a leadership style for making a decision. There are five decision making styles:
• Autocratic 1 - Problem is solved using information already available.
• Autocratic 2 - Additional information is obtained from group before leader makes decision.
• Consultative 1 - Leader discusses problem with subordinates individually, before making a decision.
• Consultative 2 - Problem is discussed with the group before deciding.
• Group 2 - Group decides upon problem, with leader simply acting as chair.
The style is chosen by the consideration of seven questions, which form a decision tree. This is described in Leadership and Decision Making, by V.H.Vroom and P.W.Yetton, pp.41-42, published by University of Pittsburgh Press, 1973.
References
D.S.Pugh, 'Organization Theory - Selected Readings', Penguin Books, pp417-424, 1990
Robert P.Vecchio, 'Organizational Behavior', Dryden Press, pp286-304, 1988
From India, Coimbatore
Hi
You can see same topic at the side bar of this site. You can find out some thing same your questions.
I sent some good materials to Tommy, pls read mail and give feedback.
Apart from that, you also ref more information at: Organization theory books
Rgs
From Vietnam, Hanoi
You can see same topic at the side bar of this site. You can find out some thing same your questions.
I sent some good materials to Tommy, pls read mail and give feedback.
Apart from that, you also ref more information at: Organization theory books
Rgs
From Vietnam, Hanoi
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Competency Mapping - Techniques and Models.ppt
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