CONTINGENCY

APPROACHES

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 COMPARING THE UNIVERSALISTIC AND
EX . 3.1
CONTINGENCY APPROACHES TO
LEADERSHIP
Outcomes
Universalistic Leadership
(Performance, satisfaction,
Approach Traits/behaviors
etc.)

Leader

Style
Contingency Traits
Approach Behavior
Position Outcomes
(Performance, satisfaction,
Needs Task etc.)
Maturity Structure
Training Systems Situation
Cohesion Env.
Followers
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CONTINGENCY APPROACHES
Contingency approaches:
approaches that 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.

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CONTINGENCY APPROACHES

Contingency approaches:

Ultimately, the leader, the followers,

and the situation must match for true
leadership to take place!

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LET’S TAKE A LOOK AT LEADER BEHAVIOR
AND FOUR LEADER STYLES

High

High Task-Low High Task-High

BEHAVIOR

Relationship Relationship
TASK

Low Task-Low High Relationship

Relationship -Low Task

Low
Low RELATIONSHIP BEHAVIOR High

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QUALITIES THAT INFLUENCE
A LEADER
• Vision
QUALITIES THAT INFLUENCE
A LEADER
• Vision

• Ability
QUALITIES THAT INFLUENCE
A LEADER
• Vision
• Ability

• Enthusiasm/Vitality
QUALITIES THAT INFLUENCE
A LEADER
• Vision
• Ability
• Enthusiasm/Vitality

• Stability
QUALITIES THAT INFLUENCE
A LEADER
• Vision
• Ability
• Enthusiasm/Vitality
• Stability

• Concern for others

QUALITIES THAT INFLUENCE
A LEADER
• Vision
• Ability
• Enthusiasm/Vitality
• Stability
• Concern for others

• Self Confidence
QUALITIES THAT INFLUENCE
A LEADER
• Vision
• Ability
• Enthusiasm/Vitality
• Stability
• Concern for others
• Self Confidence

• Integrity
QUALITIES THAT INFLUENCE
A LEADER
• Vision
• Ability
• Enthusiasm/Vitality
• Stability
• Concern for others
• Self Confidence
• Integrity

• Charisma
SITUATIONAL THEORY
LET’S LOOK AT 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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SITUATIONAL THEORY
• Chart:

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 HERSEY AND BLANCHARD’S
EX . 3.4

SITUATIONAL THEORY OF LEADERSHIP

Follower Characteristics Appropriate Leader Style

Low readiness level Telling (high task-low relationship)

Moderate readiness level Selling (high task-high relationship)

High readiness level Participating (low task-high rel.)

Very high readiness level Delegating (low task-low relationship)

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PATH-GOAL THEORY
A contingency approach to
leadership in which the leader’s
responsibility is to increase
subordinates’ motivation by
clarifying the behaviors necessary
for task accomplishment and
rewards

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 LEADER ROLES IN THE PATH-GOAL
MODEL
Path Clarification Increase Rewards

Leader defines what follower Leader learns follower’s

must do to attain work needs
outcomes

Leader clarifies follower’s Leader matches follower’s

work role needs to rewards if work
outcomes are accomplished

Follower has increased Leader increases value of

knowledge & confidence to work outcomes for follower
accomplish outcomes

Follower displays increased effort and

motivation

Organizational work outcomes are

accomplished
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 PATH-GOAL SITUATIONS AND
PREFERRED LEADER BEHAVIORS
Situation Leader Behavior Impact on Follower Outcome

Followers lack Supportive Increases confidence

self-confidence Leadership to achieve work
outcomes

Directive Increased
Ambiguous job Clarifies path to effort;
Leadership improved
reward
satisfaction
and
performance

Lack of job Achievement- Set and strive for

challenge Oriented high goals
Leadership

Incorrect Participative Clarifies followers’

reward Leadership needs to change
rewards

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 FIVE LEADER DECISION
EX. 3.7

STYLES
Area of Freedom for Group

Area of Influence by Leader

Decide Consult Consult Facilitate Delegate

Individually Group

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 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

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 SUBSTITUTES AND NEUTRALIZERS
EX . 3.10

FOR LEADERSHIP
Variable Task-Oriented People-
Leadership Oriented
Leadership
Organizational Group cohesiveness Substitutes for Substitutes for
variables Formalization Substitutes for No effect on
Inflexibility Neutralizes No effect on
Low positional power Neutralizes Neutralizes
Physical separation Neutralizes Neutralizes
Task Highly struct. task Substitutes for No effect on
characteristics Automatic feedback Substitutes for No effect on
Intrinsic satisfaction No effect on Substitutes for

Follower Professionalism Substitutes for Substitutes for

characteristics Training/experience Substitutes for No effect on
Low value of rewards Neutralizes Neutralizes

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 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.”
THROUGH INDIVIDUALIZED
LEADERSHIP
• Vertical Dyad Linkage
• Leader Member Exchange (LMX)
• Partnership Building
• Systems and Networks
THROUGH COMMUNICATION

• Build Relationships
• Create the sense of Community
• Remember to ask questions
• Maintain Open Channels of Communication
THROUGH LEADERSHIP

• Remember that everything filters down

• Allow for opportunities
• Seek to Engage
• Don’t Delegate. Motivate!
THROUGH EMPOWERMENT

• Empowerment is the delegation of power or authority to

subordinates in the organization
• Are they a “4” or are they a “5”?
• Share the Power.
THROUGH TOOLS

• Personal Evaluations
• One on One meetings
• Building rapport with your team
• Going to meetings
• Having outings
• Team Building Exercise
• Though Conferences