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Contengency Approaches in management..ppt
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- 2. 2 Ex. 3.1 Comparingthe Universalistic and Contingency Approaches to Leadership Universalistic Approach Contingency Approach Followers Leader Situation Leadership Traits/behaviors Style Traits Behavior Position Needs Maturity Training Cohesion Task Structure Systems Env. Outcomes (Performance, satisfaction, etc.) Outcomes (Performance, satisfaction, etc.)
- 3. 3 Contingency Approaches Contingency approaches: approachesthat seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively The answer then is: That the answer depends on leader, follower, and situation variables. Leaders skills will differ and situation will differ in each case.
- 4. 4 Contingency Approaches Contingency approaches: Ultimately,the leader, the followers, and the situation must match for true leadership to take place!
- 5. 5 Let’s take alook at Leader Behavior and Four Leader Styles High Task-Low Relationship High Task-High Relationship Low Task-Low Relationship High Relationship -Low Task Low High Low High RELATIONSHIP BEHAVIOR TASK BEHAVIOR
- 6. Qualities that influencea Leader • Vision
- 7. Qualities that influencea Leader • Vision • Ability
- 8. Qualities that influencea Leader • Vision • Ability • Enthusiasm/Vitality
- 9. Qualities that influencea Leader • Vision • Ability • Enthusiasm/Vitality • Stability
- 10. Qualities that influencea Leader • Vision • Ability • Enthusiasm/Vitality • Stability • Concern for others
- 11. Qualities that influencea Leader • Vision • Ability • Enthusiasm/Vitality • Stability • Concern for others • Self Confidence
- 12. Qualities that influencea Leader • Vision • Ability • Enthusiasm/Vitality • Stability • Concern for others • Self Confidence • Integrity
- 13. Qualities that influencea Leader • Vision • Ability • Enthusiasm/Vitality • Stability • Concern for others • Self Confidence • Integrity • Charisma
- 14. 14 Situational Theory Let’s lookat Situational approaches Hersey and Blanchard’s extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior
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- 16. 16 Ex. 3.4 Herseyand Blanchard’s Situational Theory of Leadership Follower Characteristics Appropriate Leader Style Low readiness level Moderate readiness level High readiness level Very high readiness level Telling (high task-low relationship) Selling (high task-high relationship) Participating (low task-high rel.) Delegating (low task-low relationship)
- 17. 17 Path-Goal Theory A contingencyapproach to leadership in which the leader’s responsibility is to increase subordinates’ motivation by clarifying the behaviors necessary for task accomplishment and rewards
- 18. 18 Ex. 3.5 LeaderRoles in the Path-Goal Model Path Clarification Increase Rewards Leader defines what follower must do to attain work outcomes Leader clarifies follower’s work role Follower has increased knowledge & confidence to accomplish outcomes Leader learns follower’s needs Leader matches follower’s needs to rewards if work outcomes are accomplished Leader increases value of work outcomes for follower Follower displays increased effort and motivation Organizational work outcomes are accomplished
- 19. 19 Ex. 3.6 Path-GoalSituations and Preferred Leader Behaviors Situation Leader Behavior Impact on Follower Outcome Supportive Leadership Directive Leadership Achievement- Oriented Leadership Participative Leadership Followers lack self-confidence Ambiguous job Lack of job challenge Incorrect reward Increases confidence to achieve work outcomes Clarifies path to reward Set and strive for high goals Clarifies followers’ needs to change rewards Increased effort; improved satisfaction and performance
- 20. 20 Ex. 3.7 FiveLeader Decision Styles Area of Influence by Leader Area of Freedom for Group Decide Consult Individually Consult Group Facilitate Delegate
- 21. 21 Substitute and Neutralizer Substitute:a situational variable that makes leadership unnecessary or redundant Neutralizer: a situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors
- 22. 22 Ex. 3.10 Substitutesand Neutralizers for Leadership Variable Task-Oriented Leadership People- Oriented Leadership Organizational variables Group cohesiveness Formalization Inflexibility Low positional power Physical separation Substitutes for Substitutes for Neutralizes Neutralizes Neutralizes Substitutes for No effect on No effect on Neutralizes Neutralizes Task characteristics Highly struct. task Automatic feedback Intrinsic satisfaction Substitutes for Substitutes for No effect on No effect on No effect on Substitutes for Follower characteristics Professionalism Training/experience Low value of rewards Substitutes for Substitutes for Neutralizes Substitutes for No effect on Neutralizes
- 23. Filling the “GAPS” •JACK WELCH • “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others and filling the Gaps.”
- 24. Through Individualized Leadership • VerticalDyad Linkage • Leader Member Exchange (LMX) • Partnership Building • Systems and Networks
- 25. Through Communication • BuildRelationships • Create the sense of Community • Remember to ask questions • Maintain Open Channels of Communication
- 26. Through Leadership • Rememberthat everything filters down • Allow for opportunities • Seek to Engage • Don’t Delegate. Motivate!
- 27. Through Empowerment • Empowermentis the delegation of power or authority to subordinates in the organization • Are they a “4” or are they a “5”? • Share the Power.
- 28. Through Tools • PersonalEvaluations • One on One meetings • Building rapport with your team • Going to meetings • Having outings • Team Building Exercise • Though Conferences