Chapter 5
Contingency
Leadership
Theories
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Summary of Lecture 10 & 11
Oral message sending process
Paraphrasing
Feedback
Coaching model
5 Management conflict styles
Conflict resolution model
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Learning Objectives
Differences between behavioral and contingency leadership
theories.
Prescriptive and Descriptive leadership models
Contingency leadership variables and styles.
Leadership continuum model
House Path-goal leadership model
The Normative Decision Model
Substitutes for leadership variables
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Types of Leadership Models
Prescriptive:
Tell users exactly
which style to use in a
given situation
Descriptive:
Identify contingency
variables and
leadership styles
without directing
which style to use in a
given situation
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Contingency Leadership Model
Contingency means depend
For effective leadership there should appropriate
fit between leader’s behavior and style and
followers and the situation
Effective Leader display range of behaviors depending on
situation
Global implication of contingency leadership models
Contingency Leadership
Framework Variables
Followers
Capability
Motivation
Leader
Personality
traits
Behavior
Experience
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Situation
Task
Structure
Environment
Contingency Leadership Model
In 1951, Fred E. Fiedler developed the first contingency leadership
theory (“Contingency theory of leader effectiveness)
Leadership style is based on leaders personality (trait theory) and
behaviors (behavioral theory) therefore, it is constant
Leader should change the situation not the style
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Contingency Leadership Model
determine if one’s style is task or relationship
oriented, and if the situation (leader member
relationship, task structure, and position power)
matches the leader’s style to maximize
performance.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
The Contingency Leadership
Model Variables Within
The Contingency Leadership
Framework
Leader
Followers
Leader/Member
Relations
Leadership
Styles
Task
Relationship
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Situation
Task Structure
Position Power
1 Leadership style and LPC
Every leader has one dominant leadership style (task motivated or
relationship motivated)
To determine the leadership style there is instrument called LPC (least
preferred coworker)
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
2 Situation Favorableness
Factors in the situation
The degree to which a situation enables the
leader to exert influence over the followers
More control ⇒ More favorable situation
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
1 Leader-Member Relations
Has greatest influence over situational
favorableness
Good ⇒ cooperation and friendly
Bad ⇒ difficult and antagonistic
Involves trust of, respect for, and confidence in
the leader
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
2 Task Structure
Also important
Greater structure ⇒ More favorable situation
Leaders in most structured situation have greatest
control
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
3 Position Power
Least important in Fiedler model
Greater position power
⇒ more favorable situation
Leaders with power to assign work, reward, punish,
hire, fire, and promote have greatest position power
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Fiedler Contingency Model
1 leader follower
relationship
2 is task is repetitive
or non repetitive
3 is the leader
power strong or
poor
Situation
Appropriate
style
(See Exhibit 5-3, p. 145)
Fiedler Contingency Model
Leadership style matches the situation then leader will be
effective otherwise ineffective leader
Fielder recommend to change the situation instead of
changing leadership style
Suggestions
1 Improve relationship
2 Task structure (more or less specific procedures and
standards) giving and nor giving clear deadlines
3 If strong position power dont use it and if weak power try to
get more
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Predictions for the Contingency Model
High Control Situations
Task motivated leaders will be most comfortable
in high control situations
» Makes best use of resources
» Is effective
Relationship motivated leaders will feel bored, feel
there is nothing to do
» May become over-controlling
» Is not effective
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Predictions for the Contingency
Model
Moderate Control Situations
Characterized by
» Lack of cohesiveness or task structure
Relationship motivated leaders are well
matched to this situation
» Can build cohesiveness
» Can help define & clarify the task
» More likely to be effective
Task motivated leaders are threatened by
lack of group support & ambiguity
» Will become autocratic
» Perform poorly
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Predictions for the Contingency Model
Low Control Situations
In Chaotic and in crisis
-Task oriented leaders take over
»Make autocratic decisions
»Are effective
-Relationship oriented leaders
»This is their worst nightmare
»Often withdraw, leaving groups to fend for
themselves
»Are not effective
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
Discussion Questions
Discussion Question 1: Do you agree with Fiedler’s belief
that people have one dominant leadership style and cannot
change styles?
Discussion Question 2: Do you agree that follower is an
important situational factor to consider in determining
appropriate leadership style?
Discussion Question 3: What is the primary difference
between the contingency leadership theories and
behavioral theories ?
Question 4: What is difference between prescriptive and
descriptive leadership models?
Summary
Differences between behavioral and contingency leadership
theories.
Prescriptive and Descriptive leadership models
Contingency leadership variables and styles.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning