PFL_J4

LDR 6301, Psychological Foundations of Leadership 1

Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to:

4. Evaluate leadership models. 4.1 Analyze the effectiveness of Fiedler’s contingency theory of leadership effectiveness versus the

path-goal theory of leadership effectiveness. 4.2 Explain the use of the normative decision model. 4.3 Determine how the path-goal theory or Fiedler’s theory could lead to success in leadership.

Required Unit Resources Chapter 5: Contingency and Situational Leadership Unit Lesson

Introduction Welcome to Unit IV! As we reflect on the course content examined thus far, we have examined the psychological foundations of leadership in-depth with further inquiry into influence as a key function of effective leadership. Now, we will turn our attention toward examining three key leadership models: Fiedler’s contingency theory of leadership effectiveness (Fielder’s theory), the path-goal theory of leadership effectiveness (the path-goal theory), and the normative decision model. We will explore each of these models, present anecdotal content, and further challenge you to consider how each of these models could be deployed in situations that you may face in the future.

Fiedler’s Contingency Theory of Leadership Effectiveness Fiedler’s contingency theory of leadership effectiveness examines various scenarios of the follower-leader relationship, power/influence base, and nature of tasks upon the effect of leadership efficacy. When a leader is noted to have good personal relations, according to this theory, it makes sense for there to be an assignment to a loosely structured environment, which is driven by the need for task attainment. On the other hand, if a leader is noted as impervious to human relations, a better match would be an environment structured with clear objectives and quantifiable measurables. Returning to the example of the military discussed in an earlier unit, Fiedler’s theory would not be applicable. A part of the development process of noncommissioned officers as well as commissioned officers is to assign these leaders to a host of different scenarios that are essentially unpredictable and often affected by changing circumstances. To the contrary, a pastor of a church will be assigned based upon the needs of the congregation, taking into consideration the nature of the individuals’ personalities and the need for structure.

The Path-Goal Theory of Leadership Effectiveness The path-goal theory of leadership effectiveness stipulates that a leader should be matched to followers according to the ability to behave in a way that compliments the given strengths of subordinates, and it is also commensurate with achieving balance with the given environment. In addition, leaders are expected to identify gaps in performance and provide guidance and support toward raising the bar to the next level. The following video provides a real-life application of the path-goal theory. A transcript and closed captioning are available once you access the video.

UNIT IV STUDY GUIDE Evaluating Leadership Models

LDR 6301, Psychological Foundations of Leadership 2

UNIT x STUDY GUIDE Title

Another premise of the path-goal theory centers upon the need to identify rewards. Using methods of visualization in order to motivate followers is outcome-based and focused on stated goals. In contrast to Fiedler’s theory, the path-goal theory does not embrace a need for change in the leadership style; rather, it suggests the need for the leader to decipher gaps in performance and areas of opportunity to provide appropriate direction to the followers needed to win.

The Normative Decision Model The normative decision model, in contrast to Fiedler’s theory and the path-goal theory, focuses upon the need for a leader to examine factors within various situations and select a decision-making style that will be most appropriate. The following video provides a real-life application of the normative decision model. A transcript and closed captioning are available once you access the video.

LDR 6301, Psychological Foundations of Leadership 3

UNIT x STUDY GUIDE Title

Decisions can and will vary in complexity and require not only research but the need for collaboration, which is a key skill of the leader discussed in the last unit. Complexity will dictate what level of insight is needed to make the right decision. At times, decision-making will follow the classic, programmed model that often can be delegated to subordinates. As the development of leadership skills in any scenario is a journey, many lessons are learned along the way. As one learns from mistakes, hopefully making the right decisions, it is truly contingent upon knowing what circumstances call for integration and inclusion of various inputs. Returning to an earlier example from a prior unit, after leading emergency response for multiple hurricanes in the state of Florida many years ago, it was through lessons learned of poor decisions made to solicit counsel and guidance from veterans who were faced with similar circumstances many years before.

Summary We have examined three leadership models. Fiedler’s theory, the path-goal theory, and the normative decision model all fall within the spectrum of contingency approaches. Fiedler’s theory and the path-goal theory are more aligned to team achievement of satisfaction through winning group performance. The normative decision model has a contingency approach, which requires determination of prescriptive measures to support the leader in the decision-making process. Characteristically, leadership models necessitate a host of considerations for evaluation. In determining variables, both independent as well as dependent, efficacious cognitive decisions can be made that would be most appropriate for a situation.