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.
1. 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.
2. Contingency models of leadership take into account the situation or context within which leadership occurs.
3. 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.
Fiedler’s Contingency Model
1. Fiedler’s contingency model helps explain which kinds of managers are likely to be most effective in which situations
2. Leader Style
  1. Fiedler hypothesized that personal characteristics can influence leader effectiveness.
  2. Relationship-oriented leaders are primarily concerned with developing good relationships with their subordinates and being liked by them
  3. Task-oriented leaders are primarily concerned with ensuring that subordinates perform at a high level.
3. Situational Characteristics
  1. Fielder identified three situational characteristics
  2. Leader-member relations
  3. Task structure
4. Combining Leader Style and the Situation
  1. By taking all possible combinations of these factors
  2. Fiedler determined that:
    1. Relationship-oriented leaders are most effective in moderately favorable situations.
    2. Task-oriented leaders are most effective in very favorable or very unfavorable situations.
5. Putting the Contingency Model Into Practice
  1. 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.
  2. Research studies tend to support Fiedler’s model but also suggest that it is in need of some modifications.
House’s Path-Goal Theory
1. In what he called path-goal theory
2. Path-goal theory provides managers with three guidelines to follow to be effective leaders.
3. Path-goal theory identifies four kinds of behaviors that leaders can engage in to motivate subordinates
The Leader Substitutes Model
1. This model suggests that leadership is sometimes unnecessary
2. A leadership substitute
3. Characteristics of subordinates—

Siguiente

CONTINGENCY MODELS OF LEADERSHIP

Descripción

Resumen del Recurso

Similar

	Creado por Carolina Leaño hace alrededor de 8 años