The document summarizes several theories of leadership: 1. The Fiedler Contingency Model proposes that a leader's effectiveness depends on how their leadership style matches the situation, with styles being either task-oriented or relationship-oriented. 2. Path-Goal Theory suggests leaders should help subordinates achieve goals by clarifying the path and reducing obstacles. Four leadership behaviors are described. 3. Other contingency models discussed include the Leader Participation Model and Attribution Theory of Leadership. Transformational leadership aims to inspire followers while transactional leadership focuses on goals and task requirements.

1. Leadership

2. Leaders are people who do the right thing;
managers are people who do things right.
– Professor Warren G. Bennis

3. Leaders
• Refers to persons who are able to influence others and who
possess managerial authority
Leadership
• The ability to influence a group towards the achievement of
goals

4. Contemporary Theories of Leadership
The Fiedler Contingency Model by Fred Fiedler
• It proposed that effective group depends on a proper match between
a leader’s style of interacting with subordinates and the degree to
which the situation gives control and influence to the leader
• A certain leadership style would be most effective in different types of
situation – the key was to define those leadership styles and the
different situations

5. The Fiedler Contingency Model
• Fiedler proposed that a key factor in leadership success was an
individual’s basic leadership style
• He suggested that a person’s style was one of two types: task-
oriented and relationship-oriented
• To measure a leader’s style, Fidler developed the least-preferred co-
worker (LPC) questionnaire

7. Least-Preferred Co-worker (LPC) Scale
Evaluation of LPC Scale:
Fiedler’s research uncovered THREE CONTINGENCY DIMENSIONS:
1. Leader-member relations: The degree of confidence, trust, and
respect subordinates have in their leader
2. Task structure: The degree to which the job assignments were
formalized and procedurized
3. Position power: The degree of influence a leader had over power-
based activities (hiring, firing, discipline, promotions, salary
increases)

9. Criticisms:
• Lack of flexibility – Fiedler believed that because our natural
leadership style is fixed, the most effective way to handle situations is
to change the leader. He didn't allow for flexibility in leaders.
• There is also an issue with the Least-Preferred Co-Worker Scale – if
you fall near the middle of the scoring range, then it could be unclear
which style of leader you are.

10. Contemporary Theories of Leadership
The Path-Goal Theory by Robert House
• A leader’s behavior is acceptable to subordinates insofar as they view
it as a source of either immediate or future satisfaction
• The term “path goal” – effective leaders clarify the path to help their
followers get from where they are to the achievement of their work
goals and make the journey along the path easier by reducing
roadblocks and pitfalls

11. The Path-Goal Theory
Leadership Responsibilities
According to it, if you want your people to achieve their goals, you
need to help, support, and motivate them. You can do this in three
ways:
• Helping them identify and achieve their goals;
• Clearing away obstacles, thereby improving performance;
• Offering appropriate rewards along the way

12. The Path-Goal Theory
Four leadership behaviors:
1. Directive leader – lets subordinates know what’s expected of them
2. Supportive leader – friendly and shows concern for the needs of
subordinates
3. Participative leader – consults with subordinates and uses their
suggestions before making a decision
4. Achievement-oriented leader – sets challenging goals and expects
subordinates to perform at their highest level

14. Other Contingency Models
Leader Participation Model
• Developed by Victor Vroom and Phillip Yetton; A leadership theory
that provides a set of rules to determine the form and amount of
participative decision making in different situations
Attribution Theory of Leadership
• Proposes that leadership is merely an attribution that people make
about other individuals

15. Charismatic Leadership Theory
• Followers make attribution of heroic or extraordinary leadership
abilities when they observe certain behaviors
Visionary Leadership
• The ability to create and articulate a realistic, credible, attractive
vision of the future of an organization or organizational unit that
grows out of and improves upon the present

16. Team Leadership
• Leadership is increasingly taking place within a team context. As the usage
of teams grows in popularity, the role of the leader in guiding team
members becomes increasingly important
Transactional versus Transformational Leadership
• Transactional Leadership – leaders who guide or motivate their followers in
the direction of established goals by clarifying role and task requirements
• Transformational Leadership – leaders who provide individualized
considerations, intellectual stimulation, and possess charisma