6729940
Beschreibung
Mindmap von Carolina Leaño, aktualisiert more than 1 year ago
|
Erstellt von Carolina Leaño
vor etwa 8 Jahre
|
|
CONTINGENCY MODELS OF
LEADERSHIP
- Simply possessing certain traits or performing certain behaviors does not ensure that a manager will
be an effective leader in all situations.
- What makes a manager an effective leader in one situation is not necessarily what that manager
needs in order to be equally effective in a different situation.
- Contingency models of leadership take into account the situation or context within which leadership
occurs.
- The traits or behaviors that may contribute to a manager being an effective leader in one situation
might result in the same manager being an ineffective leader in another situation.
- What makes a manager an effective leader in one situation is not necessarily what that manager
needs in order to be equally effective in a different situation.
- Fiedler’s Contingency Model
- Fiedler’s contingency model helps explain which kinds of managers are likely to be most effective in
which situations
- Leader Style
- Fiedler hypothesized that personal characteristics can influence leader
effectiveness.
- Relationship-oriented leaders are primarily concerned with developing good relationships with their
subordinates and being liked by them
- Task-oriented leaders are primarily concerned with ensuring that subordinates perform at a high
level.
- Fiedler hypothesized that personal characteristics can influence leader
effectiveness.
- Situational Characteristics
- Fielder identified three situational characteristics
- Leader-member relations
- Task structure
- Fielder identified three situational characteristics
- Combining Leader Style and the Situation
- By taking all possible combinations of these factors
- Fiedler determined that:
- Relationship-oriented leaders are most effective in moderately favorable situations.
- Task-oriented leaders are most effective in very favorable or very unfavorable situations.
- Relationship-oriented leaders are most effective in moderately favorable situations.
- By taking all possible combinations of these factors
- Putting the Contingency Model Into Practice
- In order to be effective, managers need to be placed in leadership situations that fit their style or
the situations need to be changed to suit the manager.
- Research studies tend to support Fiedler’s model but also suggest that it is in need of some modifications.
- In order to be effective, managers need to be placed in leadership situations that fit their style or
the situations need to be changed to suit the manager.
- Fiedler’s contingency model helps explain which kinds of managers are likely to be most effective in
which situations
- House’s Path-Goal Theory
- In what he called path-goal theory
- Path-goal theory provides managers with three guidelines to follow to be
effective leaders.
- Path-goal theory identifies four kinds of behaviors that leaders can engage in to motivate
subordinates
- In what he called path-goal theory
- The Leader Substitutes Model
- This model suggests that leadership is sometimes unnecessary
- A leadership substitute
- Characteristics of subordinates—
- This model suggests that leadership is sometimes unnecessary
Möchten Sie kostenlos Ihre eigenen Mindmaps mit GoConqr erstellen? Mehr erfahren.