Leadership approaches 2

Leadership approaches 2

1. Contingency theories

   • situation as dominant feature of style used
   • Limitations
     • people who possess knowledge and skills may not emerge as leaders
     • no explanation of interpersonal behaviour and styles of leadership and effect on workers
     • not practicle to allow situation only to determine who should lead
   • FIELDER
     • Least-preffered co-worker (LPC) scale
       • rating given on person they would work least well with
       • High LPC score= most satisfaction from interpersonal relations
       • Low LPC score= satisfaction from performance and achieving objectives/ good relations secondary motivation
     • Favouribility of leadership situation
       • Leader-member relations
         • degree to leader is trusted, liked, willing to be followed
       • Task structure
         • Degree it is defined, instructured and carried out by standard procedures
       • Position power
         • power of leader due to position and dgree to excersise authority
       • Very favourable/ unfavourable
         • Task-oriented (low LPC)= directive and controlling
       • Moderately favourable
         • Relationship-oriented (high LPC)= participative
   • VROOM & YETTON
     • decision quality
       • effect decision has on group performance
     • decision acceptance
       • motivation & commitment of group members
     • time to make decision
     • 5 decision styles
       • Autocratic 1: solves problems and makes decisions alone
       • Autocratic 2: information from workers but makes decisions alone
       • Consultative 1: Problem shared with workers individually and leader makes decision
       • Consultative 2: Problem shared with workers as group and decision made by leader
       • Group: problem shared as group, leader as chairperson, together generate solutions
     • 7 decision rules to decide on style
       • quality requirement- one decision more rational than others
       • sufficient information
       • Structured/unstructured problem
         • Quality of decisions
       • Is acceptance critical to implementation
       • if you were to make the decision would it be accepted
       • suboridinates share goals?
       • is conflict likely?
         • Decision acceptance
   • Vroom & Jago revised model
     • 12 contingency variables
       • quality requirement
         • commitment requirement
           • leader information
             • problem structure
               • commitment probability
                 • goal congruence
                   • subordinate conflict
                     • subordinate information
                       • time constraint
                         • geographical dispersion
                           • motivation time
                             • motivation development
       • answered on 5 point scale
     • 4 decision trees
       • 1. individual level problem, time constraints
       • 2. Individual problem, aim to develop decision making skills
       • 3. Group problem, develop their decision making ability
       • 4. Group problem, time driven
   • House and Dessler
     • Path-goal theory: individual motivation due to expectation that effort=improved performance=positive rewards (expectancy theory)
     • performance affected by manager satisfying expectations- leadership as motivator
       • satiafaction of needs depends on performance
       • provide direction, guidance, training and support
     • 4 leadership behaviours
       • 1. DIRECTIVE: specific instructions, expecting compliance, initiating structure
       • 2. SUPPORTIVE: friendly & approachable, concern for needs and wefare of workers, consideration
         • initiating structure & consideration from Ohio State leadership Studies
       • 3. PARTICIPATIVE: consulting, evaluate opinions
       • 4. ACHIEVEMENT-ORIENTATED: set challenging goals, seek improvement, cnfidence in ability
       • different behaviour practiced in different situations
     • 2 situational factors
       • 1. Characteristics of subordinates
         • react to decisions, how they see leadership as satisfier of needs
       • 2. Nature of the task
         • routine/structured
   • Hersey and Blanchard
     • readiness of follower/group
     • R1: low follower readiness
       • unstable & unwilling, lack commitment and motivation, unable & insecure
     • R2: low-moderate readiness
       • unable & willing, lack ability but motivated, unable & confident
     • R3: Moderate- high readiness
       • able & unwilling, able but unmotivated, able & insecure
     • R4: High readiness
       • able &willing, ability and committment, able & confident
     • Style of leadership:
       • task behaviour
         • extent that leader provides direction, sets goals, defines roles
       • relationship behaviour
         • extent leader engages in 2 way communication, listens, supports and encourages
       • 4 leadership styles
         • S1-TELLING: high guidance, limited support, R1
         • S2- SELLING: directive task & relationship behaviour, R2
         • S3-PARTICIPATING: 2 way communication, supportive, low guidance, R3
         • S4: DELEGATING: little direction, low task and relationship behaviour, R4
       • depends on readiness
       • importance of ability, confidence and commitment of employees