Contingency Theories of Effective Leadership

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Chapter 8

• Contingency Theories of Effective Leadership

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LPC Contingency Model
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The Path-Goal Theory of Leadership
CAUSAL VARIABLES Leader behavior
INTERVENING VARIABLES Subordinate expectancies
and valences
END-RESULT VARIABLES Subordinate effort
and satisfaction
SITUATIONAL MODERATOR VARIABLES
Characteristics of task and environment
Characteristics of subordinates
FIGURE 8-2 Causal relationships in Path-Goal
Theory of Leadership
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Leadership Substitutes Theory

• Subordinate Characteristics
• Task Characteristics
• Organization Characteristics

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The Multiple Linkage Model

• Task commitment
• Ability and role clarity
• Organization of the work
• Cooperation and mutual trust
• Resources and support
• External coordination

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Cognitive Resources Theory

SOCIAL STRESS FOR LEADER
LEADER INTELLIGENCE LEADER EXPERIENCE
DECISION QUALITY
FIGURE 8-6 Primary Causal Relationships in the
Cognitive Resources Theory
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General Evaluation of Contingency Theories

• Leader Traits
• Leader Behavior
• Situational Variables
• Intervening Variables
• Validation Results

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Applications Guidelines for Managers

• Use more planning for a long, complex task.
• Consult more with people who have relevant
  knowledge.
• Provide more direction to people with
  interdependent roles.
• Provide more direction and briefings when there
  is a crisis.

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Applications Guidelines for Managers

• Monitor a critical task or unreliable person more
  closely.
• Provide more coaching to an inexperienced
  subordinate.
• Be more supportive to someone with a very
  stressful task.

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Summary

• The LPC contingency model deals with the
  moderating influence of three situational
  variables on the relationship between a leader
  trait (LPC) and subordinate performance.
• The path-goal theory examines how aspects of
  leader behavior influence subordinate
  satisfaction and motivation.

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Summary

• Leadership substitutes theory identifies aspects
  of the situation that make leadership behavior
  redundant or irrelevant.
• The multiple-linkage model describes how a leader
  can influence intervening variables to improve
  group effectiveness.

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Summary

• Cognitive resources theory examines the
  conditions under which cognitive resources such
  as intelligence and experience are related to
  group performance.

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Charismatic Leadership

• May the force be with you

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Chapter Goals

• The goal of this chapter is to define charismatic
  leadership, review the research findings on
  charismatic leadership, and review two of the
  more-popular transformational leadership theories.

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Max Weber

• The most important early research on charismatic
  leadership was completed by Max Weber, who
  maintained that societies could be identified in
  terms of one of three types of authority systems
  traditional, legal-rational, and charismatic.

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Traditional Authority System

• The traditions and unwritten laws of the society
  dictate who has authority and how this authority
  can be used.

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Legal-Rational Authority System

• Authority derives from societys belief in the
  laws that govern it.

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Charismatic Authority System

• Authority stems from the societys belief in the
  exemplary characteristics of the leader.

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Theory of Transformational and Transactional
Leadership

• James McGregor Burnss Theory of Transformational
  and Transactional Leadership
• focused on the differences between power versus
  leadership and charismatic versus non-charismatic
  leadership

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Theory of Transformational and Transactional
Leadership
Cont.

• believed that leadership could take one of two
  forms transactional leadership or
  transformational leadership
• maintained that power and leadership were two
  distinct entities

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Transformational Leadership

• Transformational leaders use idealized influence,
  individualized consideration, inspirational
  motivation, and intellectual stimulation, while
  transactional leaders use contingent reward, and
  active and passive management by exception.

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Common Characteristics of Charismatic and
Transformational Leadership

• Vision
• Rhetorical skills
• Image and trust building
• Personalized leadership

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Follower Characteristics

• Identification with the Leader and the Vision
• Heightened Emotional Levels
• Willing Subordination to the Leader
• Feelings of Empowerment

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Situational Characteristics

• Crises
• Task Interdependence
• Innovation
• More Receptive to Change
• Organizational Downsizing

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Basss Theory of Transformational and
Transactional Leadership

• Transformational leaders possess
  charismatic-leader characteristics (vision,
  rhetorical skills, etc.).
• Transactional leaders do not possess these leader
  characteristics, nor are they able to develop
  strong emotional bonds with followers or inspire
  followers to do more than they thought they
  could. Instead, transactional leaders motivate
  followers by setting goals and promising rewards
  for desired performance.

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Perspectives on Charisma

• The Sociological Approach
• 1. Extraordinary, almost magical talents
• 2. Crisis situation
• 3. Radical vision
• 4. Followers
• 5. Validation of leader through repeated success

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Guidelines for Transformational Leadership

• Articulate a clear and appealing vision.
• Explain how the vision can be attained.
• Act confident and optimistic.
• Express confidence in followers.
• Use dramatic, symbolic actions to emphasize key
  values.
• Lead by example.
• Empower people to achieve the vision.

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Perspectives on Charisma

• The Psychoanalytic Approach
• Intense attraction
• Regression
• Transference
• Projection
• What does this say for the followers and for
  positive leaders?

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Perspectives on Charisma

• The Political Approach
• Types of charismatic leaders
• Charismatic giants
• Charismatic luminaries
• Charismatic failures
• Charismatic aspirants

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Perspectives on Charisma

• Charismatic leaders increase their power
• Cultural myths
• Public address
• Concentric circles

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Perspectives on Charisma

• The Behavioral Approach
• Leader behaviors
• Leader-follower relations
• The situation

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Perspectives on Charisma

• The Attribution Approach
• 1. Possess a vision that is unique, but
  attainable
• 2. Act in an unconventional, counter-normative
  way
• 3. Personal commitment risk
• 4. Confidence expertise
• 5. Personal Power

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Perspectives on Charisma

• The Communication Approach
• Relationship builders
• Visionaries
• Influence agents

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Perspectives on Charisma

• The Dark Side
• Differences in
• Power
• Vision
• Relationship to followers
• Communication
• Ethics Morals

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The Dark Side at Work

• Failures of vision
• Misarticulation of goals
• Poor management
• Who are the charismatic leaders we can agree on?

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