Leader

AGENDA

• Leadership Theories

• LPC Contingency Model

• Path Goal Theory

• Situational Leadership Theory

• Leadership Substitutes Theory

• Multiple Linkage Model

• Module 3 Leadership Exploration Project - The Best Leader

• Module 3 Discussions (There are two this week)

• Module 3 Quiz

LPC CONTINGENCY THEORY

• Fiedler’s (1967; 1978) LPC Contingency Model describes how the situation moderates the effects on group performance of a leader trait called the least preferred coworker (LPC) score.

• The interpretation of LPC scores has changed several times over the years.

• A high LPC leader is strongly motivated to have close, interpersonal relationships and will act in a considerate, supportive manner if relationships need to be improved.

• leaders with high LPC scores value interpersonal relations

• A low LPC leader is primarily motivated by achievement of task objectives and will emphasize task-oriented behavior whenever task problems arise.

• leaders with a low LPC score value task achievement

PATH GOAL THEORY

• According to path-goal theory, the effect of leader behavior on subordinate satisfaction and effort depends on aspects of the situation, including task characteristics and subordinate characteristics.

SITUATIONAL LEADERSHIP THEORY

• Developed by Paul Hersey and Ken Blanchard

• Not one best way to influence people

• Leadership style should be dependent on the individual or groups the leader interacts with

• For a low-maturity subordinate the leader should use substantial task-oriented behavior such as defining roles, clarifying standards and procedures, directing the work, and monitoring progress.

• For high-maturity subordinates, the leader should use extensive delegation and only a limited amount of directive and supportive behavior. A high-maturity subordinate has the ability to do the work without much direction or monitoring by the leader, and the confidence to work without much supportive behavior by the leader.

LEADERSHIP SUBSTITUTES THEORY

• The substitutes for instrumental leadership include a highly structured and repetitive task, extensive rules and standard procedures, and extensive prior training and experience for subordinates.

• This is necessary for individuals with no experience

• The substitutes for supportive leadership include a cohesive work group in which the members support each other, and an intrinsically satisfying task that is not stressful. In a situation with many substitutes, the potential impact of leader behavior on subordinate motivation and satisfaction may be greatly reduced.

• Example: Very little direction is needed when subordinates have extensive prior experience or training