Study Material.

1. Leadership
Theory, Application, Skill Development
1st Edition
Robert N. Lussier and Christopher F. Achua
.
This presentation created by:
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Copyright © 2001 South-Western College Publishing

2. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Chapter 5
Contingency
Leadership
Theories
5-1

3. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Chapter 5
Learning Objectives
• Differences between behavioral and
contingency leadership theories.
• Contingency leadership variables and styles.
• Leadership models:
– Contingency —Prescriptive
– Leadership continuum — Descriptive
– Path-goal — Substitutes
– Normative — Situational
5-2
5-2

4. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Followers
Capability
Motivation
Leader
Personality traits
Behavior
Experience
Contingency Leadership
Framework Variables
Situation
Task
Structure
Environment
5-3

5. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Contingency Leadership
Model
• Used to determine if
one’s style is task or
relationship oriented
and if the situation
matches the leader’s
style to maximize
performance.
5-4

6. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Followers
Leader / Member
Relations
Leader
The Contingency Leadership
Model Variables Within
The Contingency Leadership
Framework
Situation
Task Structure
Position Power
Leadership
Styles
Task
Relationship
5-5

7. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Leader-member
relations
Task structure
Position power
3
Variables of
Situational
Favorableness.
5-6

8. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
The Leadership Continuum
Model
Used to determine which
one of seven styles to
select based on one’s use
of boss-centered versus
subordinate centered
leadership to meet the
situation.
5-7

9. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Tannenbaum and Schmidt’s
Leadership Continuum Model
1.
Leader
makes
decision
and
announces
it to
employees
without
discussion.
2.
Leader
makes a
decision
and sells it
to
employees.
3.
Leader
presents
ideas and
invites
employee
questions.
4.
Leader
presents
tentative
decision
subject to
change.
5.
Leader
presents
problem,
gets
suggestions,
and makes
decision.
6.
Leader
defines
limits and
asks
employees
to make a
decision.
7.
Leader
permits
employees
to make
ongoing
decisions
within
defined
limits.
Autocratic
Participative
5-8

10. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Path-Goal Leadership
Model
Used to select the
leadership style that
is appropriate to the
situation to
maximize
performance and
job satisfaction.
5-9

11. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
House Path-Goal
Leadership Model
Situational
Factors
Subordinate
•authoritative
•locus of control
•ability
Environment
•task structure
•formal
authority
•work group
Leadership Styles
Directive
Supportive
Participative
Achievement-
oriented
Goal Achievement
Performance
Satisfaction
5-10

12. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Followers
Follower
Maturity
Leader
None
The Situational Leadership Model
Variables Within
The Contingency Leadership
Framework Variables
Situation
Task
Telling
Selling
Participating
Delegating
L’Ship Styles
5-11

13. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Followers
Subordinates
Leader
None
Substitute for Leadership
Variables Within the Contingency
Leadership Framework Variables
Situation
Task
Organization
5-12