Matakuliah
Tahun
Versi
: MPG09344-010 / Leadership and Organisation
: 2007
: versi/revisi 1
Pertemuan 15
Contingency Theories of Effective
Leadership
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Learning Outcomes
After studying this chapter students should be able to:
• Understand why effective leadership depends on the situation.
• Understand how aspects of the situation enhance or diminish the
influence of a leader on follower performance.
• Understand what aspects of the situation are most relevant as
determinants of effective leadership.
• Understand how aspects of the situation can serve as a substitute
for the influence of formal leaders.
• Understand the primary contingency theories of effective leadership.
• Understand the conceptual weaknesses of each contingency theory.
• Understand the findings in empirical research on the theories and
the limitations of this research.
• Understand major findings about effective leadership behaviour in
different situations.
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Outline Materi
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LPC Contingency Model
The Path-Goal Theory of Leadership
Leadership Substitutes Theory
The Multiple-Linkage Model
Cognitive Resources Theory
General Evaluation of Contingency Theories
Application: Guidelines for Managers
Summary
Review and Discussion Questions
Cases
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Contingency Theories of Effective
Leadership
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LPC Contingency Model
• Leader LPC Score
• Situational Variables
– Leader-Member Relations
– Position Power
– Task Structure
– Propositions
– Research on the theory
– Conceptual weaknesses
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The Path-Goal of Leadership
• Explanatory Processes
• Leader Behaviours
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Supportive leadership
Directive leadership
Participative leadership
Achievement-oriented leadership
Situational variables
Major propositions
Research on the theory
Conceptual weakness
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Leadership Substitutes Theory
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Subordinate characteristics
Task characteristics
Group and organization characteristics
Implication for improving leadership
Research on the theory
Conceptual weakness
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The Multiple-Linkage Model
• Intervening variables
– Task commitment
– Ability and role clarity
– Organization of the work
– Cooperation and mutual trust
– Resources and support
– External coordination
• Situational Influences on Intervening
Variables
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• Two situational variables that influence
subordinate effort:
– The formal reward system
– The intrinsically motivating properties of the
work itself
• Short term actions to correct deficiencies
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• Some leader actions to deal with deficiencies in
intervening variables
– Subordinates are apathetic or discouraged about the
work
– Subordinates are confused about what to do of how
to do their work
– The group is disorganized or it uses weak
performance strategies
– There is little cooperation and teamwork among
members of the group
– The group has inadequate resources to do the work
– External coordination with other or outsiders is weak
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