2. The leadership theories

Situational Theory

Theories of leadership that taken into consideration important situational factors (contingency theories). – leader traits or behaviors are dependant (contingent) on relevant situational characteristics. – potentially many situational factors that may influence the effectiveness of leaders. The most prominent :

Fielder’s contingency model: a situational approach originally developed by Fred Fiedler:

A cornerstone: is a leader’s LPC orientation: a personality train measured by the least preferred coworker (LPC) scale.

Pleasant	8	7	6	5	4	3	2	1	Unpleasant

A leader is asked to describe “the person with whom he can work least well” by rating the person on a range of 1 to 8 points.

The LPC score measures a motivational hierarchy indicating the extent to which an individual places a higher priority, or value, on task accomplishment rather than on personal relationships. Therefore, if the leader describes a least preferred coworker in relative negative terms on the LPC scale, the leader is likely to be task-motivated. Conversely, if the leader describes the least preferred co-w in relatively positive terms, than he is likely to be people-oriented and to believe that a close relationship with co-w is important. Personality factors are difficult to change and stable.

The contingency model cites three situational factors that affect the degree of favorability for a leader:

Leader-member relationships: the extent to which a leader has a support of group members.

Task structure: extent to which a task is clearly specified with regard to goals, methods, and standards of performance.

Position power: amount of power that organization gives the leader to accomplish necessary tasks.

Situational Leadership Theory: theory (developed by Paul Hersey and Ken Blanchard) based on the premise that leaders need to alter their behaviors depending on the readiness of followers.

Originally: the life-cycle theory of leadership. Leaders need to alter their behaviors depending on the readiness of followers.

The theory focuses on two leaders behaviors:

Task behavior – refers to extent to which the leader engages in spelling out the duties and responsibilities of an individual or group. Including telling people what to do, how to do it, when to do it, where and by whom.

Relationship behavior - … leader engages in two way or multiway communication. Incl. listening, facilitating, and supportive behaviors.

To determine which combination of leader behaviors to use, a leader needs to take into consideration the readiness levels of followers – its an ability and willingness to accomplish a particular task. Willingness – comprises the confidence, commitment, and motivation that are needed to complete a specific task.

Four levels: low (R1), low to moderate (R2), moderate to high (R3), and high (R4). To be presented on the graph.

Normative leadership model (by V. Vroom and Philip Yetton, in 1973) – helpful leadership decision tool for managers, designed for narrow, but important purpose:

Assess important situational factors that affect the extent to which they should involve subordinates in particular decisions.

Includes five types of management decision methods for group problems; each method is designated by a letter and a number: “A”, (I and II) “C”, “G” (I, II) = “autocratic”, “consultative”, “group”.

AI: solve problem or make the decision yourself using the information available at the present time.

AII: obtain any necessary info from subordinates, than decide on the solution of the problem yourself. May or may not tell the subordinates about the purpose of your questions or dive info about the task under consideration.

CI: share the problem with the relevant subordinates individually, getting their ideas and suggestions without bringing them together as a group. Then manager (leader) makes a decision.

CII: share the problem with subordinates on a group meeting, and obtain their ideas and suggestions. Then the manager makes a decision.

GII: share the problem with subordinates as a group. Together generate and evaluate the alternatives and attempt to reach the consensus. Role of the leader: as a chairperson, coordinating the discussion, focus on the problem. The leader (manager) can provide the group with info (ideas) he has, but not “press” them to adopt them; willing to accept and implement any solution that has the support of the entire group.

Path-Goal Theory

Attempts to explain how leader behavior impacts the motivation and job satisfaction of subordinates.

In order to affect subordinate perceptions of path and goals, identify four major leader behaviors that can be used:

Directive leader: involves letting subordinates know what is expected of them, providing guidance about work methods, developing work schedules, work evaluation standards, indicating the basis for outcomes or rewards.

Supportive: entail showing concern for the status, well-being, and needs of subordinates; doing small things to make the work more pleasant; being friendly and approachable.

Participative: characterized by consulting with subordinates, encouraging their suggestions, considering ideas when making decisions;

Achievement-oriented: involves setting challenging goals, expecting subordinates to perform at their highest level, and conveying a degree of confidence in subordinates.