LEAD 701 Yukl chapter07

1. Contingency Theories and Adaptive
Leadership
7-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

2. After studying this chapter, you should be
able to:
 Understand how aspects of the situation can
enhance or diminish effects of leader behavior.
 Understand key features of the early
contingency theories of effective leadership.
 Understand the benefits and limitations of
contingency theories.
7-2Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

3.  Understand the findings from empirical
research on contingency theories.
 Understand how to adapt leader behavior to
the situation.
 Understand how to manage disruptions and
other crises.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-3

4. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-4
Understand how aspects of the
situation can enhance or diminish
effects of leader behavior

5.  Contingency theories describe how aspects of
the leadership situation alter a leader's
influence on an individual subordinate or a
work group
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-5

6.  Types of Variables
 Causal Effects
 Direct Effects
 Direct Influence
 Moderates Effects
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7. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-7
Understand key features of the
early contingency theories of
effective leadership

8.  Path-Goal Theory
 Situational Leadership Theory
 LPC Contingency Model
 Leader Substitutes Theory
 Cognitive Resources Theory
 Multiple-Linkage Model
 Normative Decision Model
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-8

9. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-9
Understand the benefits and
limitations of contingency
theories

10. Contingency theories take into account:
 Task requirements
 Situational constraints
 Interpersonal processes
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-10

11.  Behavior Meta-category over-emphasis
 Ambiguous descriptions
 Inadequate causal explanations
 Inattention to behavior patterns
 Inattention to joint effects
 Moderators versus mediators
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12. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-12
Understand the findings from
empirical research on contingency
theories

13.  Weak and inconsistent evidence
 Best research support for the Normative
Decision Model
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-13

14.  Weak research methods
 Conceptual Weaknesses
 Theories have not been adequately tested
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-14

15. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-15
Understand how to adapt leader
behavior to the situation

16.  Situational understanding
 Flexibility
 Planning
 Consulting
 Provide direction
 Monitor
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17. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-17
Understand how to manage
disruptions and other crises

18.  Anticipate problems
 Recognize warnings
 Identify problem
 Direct decisively
 Communicate
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-18