Leadership

BUSM 4177 / 4194

Leading for Change

Topic 6: Contingency Theories of Leadership

Learning Objectives

Contingency theories of leadership:

1. Understand how aspects of the situation can enhance or diminish effects of leader behaviour.

2. Understand key features of the early contingency theories of effective leadership.

3. Understand the benefits and limitations of contingency theories

4. Understand the findings from empirical research on contingency theories.

5. Understand how to adapt leader behaviour to the situation.

6. 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

ฉกุเฉิน

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)

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

• 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”

Path Goal Theory (Robert House)

Model Logic

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

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

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

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

Adaptive Leadership – 2

Guidelines for enhancing your “adaptability”

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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

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Acknowledgements

VERSION: 1