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topic_6__contingency_theories_of_leadership.pptxBUSM 4177 / 4194 Leading for Change
Topic 6: Contingency Theories of Leadership
Learning Objectives
Contingency theories of leadership:
Understand how aspects of the situation can enhance or diminish effects of leader behaviour.
Understand key features of the early contingency theories of effective leadership.
Understand the benefits and limitations of contingency theories
Understand the findings from empirical research on contingency theories.
Understand how to adapt leader behaviour to the situation.
Understand how to manage disruptions and other crises.
Contingency
Contingency theories describe how aspects of the leadership situation alter a leader's influence on an individual subordinate or a work group
Textbook p 139
“contingency” synonyms:
emergency, predicament, crossroads, likelihood, zero hour, crisis, accident, predicament
Thesaurus.com
ฉุกเฉิน
A contingency is something that might happen in the future
Collins English Dictionary
偶然性
a future event or circumstance which is possible but cannot be predicted with certainty
Oxford English Dictionary
A contingency plan is a plan devised for an outcome other than in the usual (expected) plan
Wikipedia
dự phòng
Kontinjensi
Early Contingency Theories
Path-Goal Theory (discussed in this presentation)
Situational Leadership Theory (discussed in this presentation)
LPC Contingency Model (refer to prescribed textbook p 172)
Leader Substitutes Theory (refer to prescribed textbook p 171)
Cognitive Resources Theory (refer to prescribed textbook p 173)
Multiple-Linkage Model (refer to prescribed textbook p 174)
Normative Decision Model (covered in topic 5)
140
1969 Paul Hersey and Richard Blanchard’s Situational Leadership theory
Paul Hersey
Ken Blanchard
Hersey, P. and Blanchard, K. H. (1969).
Management of Organizational Behavior – Utilizing Human Resources.
New Jersey / Prentice Hall
X
Explains how to match leadership style to the capabilities of group members on a given task
SLII (a recent Blanchard version) is designed to increase the frequency and quality of conversations about performance and professional development between managers and group members so that competence is developed, commitment takes place, and turnover among talented workers is reduced
Hersey & Blanchard’s Situational Leadership theory
In Blanchard's own words
http://www.youtube.com/watch?v=M1uyU3YSqes&feature=related
The Situational Leadership theory
1971 Robert House and the “Path Goal theory”
Professor of Management, Wharton School
University of Pennsylvania
www.wharton.upenn.edu/faculty/house.cfm
MELBOURNE AIRPORT 1971
SINGAPORE AIRPORT 1971
Abstract:
An explanation of the effects of leader behavior on subordinate satisfaction, motivation, and performance. …………. Dimensions of leader behavior ………are analysed..
A set of general propositions are advanced which integrate and explain earlier research. ….. The usefulness of the theory is demonstrated by showing how several seemingly unrelated prior research findings could have been deduced from its general propositions and by applying it to reconcile what appear to be contradictory findings from prior studies.
Results of two empirical studies are reported that provide support for seven of eight hypotheses derived directly from the general propositions of the theory. …………
In the light of these results and the integrative power of the theory, it is argued that the theory shows promise and should be further tested with experimental as well as correlational methods.
House, R. J., (1971) A Path Goal Theory of Leader Effectiveness
Administrative Science Quarterly 16 (3) 321-339
Robert House and the “Path Goal theory”
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Path Goal Theory (Robert House) Model Logic
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Path Goal Theory (Robert House) Rationale
Attempts to identify how and why different types of rewards and different leadership styles affect:
motivation
performance and satisfaction
Suggests leaders may utilise various styles in different situations (4 styles)
Style preference is dependent on: team-member characteristics & environmental forces
140
Path Goal Theory (Robert House) Application
| STYLE | DESCRIPTION | APPLICATION |
| Directive | emphasises formal activities such as planning organising and controlling | Improves staff morale when the task is unclear |
| Supportive | creates an emotionally supportive environment for staff | Improves staff morale when work is stressful, confusing or dissatisfying |
| Participative | Seeks decision-making input from staff | Improves morale in well-motivated staff who have complex tasks to perform |
| Achievement oriented | Sets performance goals, has high expectations | Works well when staff are also achievement oriented and are working on complex or unpredictable tasks |
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Voices from industry: should a leader’s approach change to suit the situation?
Andrew Dudgeon AM,
CEO Rolls Royce Australia
http://www.dlsweb.rmit.edu.au/bus/login/ltif/dudgeon03/container.php
Christine Nixon,
former Chief Commissioner of Police,
Victoria, Australia
http://www.dlsweb.rmit.edu.au/bus/login/ltif/nixon09/container.php
Contingency Theory Benefits and limitations
Addresses task requirements
Explores situational constraints
Considers interpersonal processes
Behavior category over-emphasis
Ambiguous descriptions
Inadequate causal explanations
Inattention to behavior patterns
Inattention to joint effects
Moderators versus mediators
Benefits
Limitations
149
152
Comparison of seven contingency theories of effective leadership
Adaptive Leadership - 1
Contingency theory links leadership effectiveness with an ability to flex or adapt style to suit the situation.
Seminar brochure Leadership Victoria viewed at www.leadershipvictoria.org/docs/leavic-11-nov-final.pdf
153
Adaptive Leadership – 2
Guidelines for enhancing your “adaptability”
Images included in this presentation are licenced under creative commons. Learn more about the creative commons scheme here.
RMIT is proud to partner with Pearson Australia in the development of the customised resources for this course.
This presentation draws on material from chapter six of the course textbook Sustainable Leadership people, technology and design – an RMIT Custom Publication, Pearson ® Australia and is subject to copyright.
Presentation developed by Ian Woodruff, School of Management,
RMIT University
Graphics used in this presentation were created using Presenter M edia Software licenced to Ian Woodruff, RMIT University.
Presenter Media retains copyright for these graphics.
Acknowledgements
VERSION: 1
Intergrsted approaches
4 approaches considered:
-servant leadership
-shared leadership and distributive leadership
-global leadership
-worldly leadership
Integrated approaches
Servant leadership( Robert K Greenleaf 1970)
Leaders are not in their postion to be served but to serve their followers
Identified 10 critical char of the servant leader
-listening
-empathy
-healing
-awareness
-persuasion
-conceptualization
-foresight
Stewardship
-commitment to growth of people
-building community
Shared and distributive leadership ( see for example, Day et al 2004)
If power is shared it is increased
Leader’s role is to distribute leadership
Create a culture of accountability
Five requirements for the shared leadership model to work:
-Empowerment of all group members
-shared purpose or goal
-shared responsibility for the work of the group
-respect for the person
-people must work together in complex real-world situations
Global Leadership models
Emerged in the early 1990s
Advent of international organizations
How leadership occurred across other cultures and in multinational orginzations
Global leadership models include:
-global explorer model (Black,Morrison & Gregersn 1999)
-global literacies model (Rosen,digh,Singer & Phillips 2000)
-pyramid model (Bird & osland 2004; Osland 2008)
-Global executive leadership inventory (Kets de Vries, Vrignaud & Florent-Treacy
2004)
Worldly Leadership
Gosling & Mintzberg 2003
Shift from a global to a world mindset
Local consequences are a key indicator of perfomance
3 key elements:
-ethical leadership
-leadership for sustainability
-leadership for the common good ( countries who are richer need to reach out to
Poorer countries)
Sustainability – triple bottom line
-Social
-economic
-environmental
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