Contingency Theories of Effective Leadership - PowerPoint PPT Presentation

Loading...

PPT – Contingency Theories of Effective Leadership PowerPoint presentation | free to download - id: 50fe3b-M2Y1N



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Contingency Theories of Effective Leadership

Description:

Chapter 8 Contingency Theories of Effective Leadership LPC Contingency Model The Path-Goal Theory of Leadership Leadership Substitutes Theory Subordinate ... – PowerPoint PPT presentation

Number of Views:453
Avg rating:3.0/5.0
Slides: 43
Provided by: maryv51
Learn more at: http://www.siue.edu
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Contingency Theories of Effective Leadership


1
Chapter 8
  • Contingency Theories of Effective Leadership

2
LPC Contingency Model
3
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
4
Leadership Substitutes Theory
  • Subordinate Characteristics
  • Task Characteristics
  • Organization Characteristics

5
The Multiple Linkage Model
  • Task commitment
  • Ability and role clarity
  • Organization of the work
  • Cooperation and mutual trust
  • Resources and support
  • External coordination

6
Cognitive Resources Theory

SOCIAL STRESS FOR LEADER
LEADER INTELLIGENCE LEADER EXPERIENCE
DECISION QUALITY
FIGURE 8-6 Primary Causal Relationships in the
Cognitive Resources Theory
7
General Evaluation of Contingency Theories
  • Leader Traits
  • Leader Behavior
  • Situational Variables
  • Intervening Variables
  • Validation Results

8
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.

9
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.

10
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.

11
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.

12
Summary
  • Cognitive resources theory examines the
    conditions under which cognitive resources such
    as intelligence and experience are related to
    group performance.

13
Charismatic Leadership
  • May the force be with you

14
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.

15
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.

16
Traditional Authority System
  • The traditions and unwritten laws of the society
    dictate who has authority and how this authority
    can be used.

17
Legal-Rational Authority System
  • Authority derives from societys belief in the
    laws that govern it.

18
Charismatic Authority System
  • Authority stems from the societys belief in the
    exemplary characteristics of the leader.

19
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

20
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

21
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.

22
Common Characteristics of Charismatic and
Transformational Leadership
  • Vision
  • Rhetorical skills
  • Image and trust building
  • Personalized leadership

23
Follower Characteristics
  • Identification with the Leader and the Vision
  • Heightened Emotional Levels
  • Willing Subordination to the Leader
  • Feelings of Empowerment

24
Situational Characteristics
  • Crises
  • Task Interdependence
  • Innovation
  • More Receptive to Change
  • Organizational Downsizing

25
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.

26
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

27
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.

28
Perspectives on Charisma
  • The Psychoanalytic Approach
  • Intense attraction
  • Regression
  • Transference
  • Projection
  • What does this say for the followers and for
    positive leaders?

29
Perspectives on Charisma
  • The Political Approach
  • Types of charismatic leaders
  • Charismatic giants
  • Charismatic luminaries
  • Charismatic failures
  • Charismatic aspirants

30
Perspectives on Charisma
  • Charismatic leaders increase their power
  • Cultural myths
  • Public address
  • Concentric circles

31
Perspectives on Charisma
  • The Behavioral Approach
  • Leader behaviors
  • Leader-follower relations
  • The situation

32
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

33
Perspectives on Charisma
  • The Communication Approach
  • Relationship builders
  • Visionaries
  • Influence agents

34
Perspectives on Charisma
  • The Dark Side
  • Differences in
  • Power
  • Vision
  • Relationship to followers
  • Communication
  • Ethics Morals

35
The Dark Side at Work
  • Failures of vision
  • Misarticulation of goals
  • Poor management
  • Who are the charismatic leaders we can agree on?

36
(No Transcript)
37
(No Transcript)
38
(No Transcript)
39
(No Transcript)
40
(No Transcript)
41
(No Transcript)
42
(No Transcript)
About PowerShow.com