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Contingency Theories and Adaptive
Leadership
7-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations
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
 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
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
 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
 Types of Variables
 Causal Effects
 Direct Effects
 Direct Influence
 Moderates Effects
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-6
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
 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
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-9
Understand the benefits and
limitations of contingency
theories
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
 Behavior Meta-category over-emphasis
 Ambiguous descriptions
 Inadequate causal explanations
 Inattention to behavior patterns
 Inattention to joint effects
 Moderators versus mediators
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-11
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-12
Understand the findings from
empirical research on contingency
theories
 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
 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
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-15
Understand how to adapt leader
behavior to the situation
 Situational understanding
 Flexibility
 Planning
 Consulting
 Provide direction
 Monitor
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-16
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-17
Understand how to manage
disruptions and other crises
 Anticipate problems
 Recognize warnings
 Identify problem
 Direct decisively
 Communicate
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-18

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Yukl chapter 07

  • 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 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-6
  • 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 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-11
  • 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 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-16
  • 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