Contingency Models
Leadership styles cannot be fully explained by behavioral models. The situation in which the group is operating also determines the style of leadership that is adopted.
Several models exist which attempt to understand the relationship between style and situation, four of which are described here:
- Fiedler's Contingency Model.
- Hersey-Blanchard Situational Theory.
- Path-Goal Theory.
- Vroom-Yetton Leadership Model.
The models described have limited validity but are still widely used.
Fiedler's Contingency Model
Fiedler's model assumes that group performance depends on:
- Leadership style, described in terms of task motivation and relationship motivation.
- Situational favorableness, determined by three factors:
1. Leader-member relations - Degree to which a leader is accepted and supported by the group members.
2. Task structure - Extent to which the task is structured and defined, with clear goals and procedures.
3. Position power - The ability of a leader to control subordinates through reward and punishment.
High levels of these three factors give the most favorable situation, low levels, the least favorable. Relationship-motivated leaders are most effective in moderately favorable situations. Task-motivated leaders are most effective at either end of the scale.
Fiedler suggests that it may be easier for leaders to change their situation to achieve effectiveness rather than change their leadership style.
Hersey-Blanchard Situational Theory
This theory suggests that leadership style should be matched to the maturity of the subordinates. Maturity is assessed in relation to a specific task and has two parts:
- Psychological maturity - Their self-confidence and ability and readiness to accept responsibility.
- Job maturity - Their relevant skills and technical knowledge.
As the subordinate maturity increases, leadership should be more relationship-motivated than task-motivated. For four degrees of subordinate maturity, from highly mature to highly immature, leadership can consist of:
- Delegating to subordinates.
- Participating with subordinates.
- Selling ideas to subordinates.
- Telling subordinates what to do.
Path-Goal Theory
Evans and House suggest that the performance, satisfaction, and motivation of a group can be affected by the leader in a number of ways:
- Offering rewards for the achievement of performance goals.
- Clarifying paths towards these goals.
- Removing performance obstacles.
A person may do these by adopting a certain leadership style, according to the situation:
- Directive leadership - Specific advice is given to the group, and ground rules are established.
- Supportive leadership - Good relations exist with the group, and sensitivity to subordinates' needs is shown.
- Participative leadership - Decision-making is based on group consultation, and information is shared with the group.
- Achievement-oriented leadership - Challenging goals are set, high performance is encouraged, while showing confidence in the group's ability.
Supportive behavior increases group satisfaction, particularly in stressful situations, while directive behavior is suited to ambiguous situations. It is also suggested that leaders who have influence upon their superiors can increase group satisfaction and performance.
Vroom-Yetton Leadership Model
This model suggests the selection of a leadership style for making a decision. There are five decision-making styles:
- Autocratic 1 - Problem is solved using information already available.
- Autocratic 2 - Additional information is obtained from the group before the leader makes a decision.
- Consultative 1 - Leader discusses the problem with subordinates individually before making a decision.
- Consultative 2 - The problem is discussed with the group before deciding.
- Group 2 - The group decides upon the problem, with the leader simply acting as chair.
The style is chosen by the consideration of seven questions, which form a decision tree. This is described in Leadership and Decision Making, by V.H. Vroom and P.W. Yetton, pp.41-42, published by the University of Pittsburgh Press, 1973.
From India, Coimbatore
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746Leadership styles cannot be fully explained by behavioral models. The situation in which the group is operating also determines the style of leadership that is adopted.
Several models exist which attempt to understand the relationship between style and situation, four of which are described here:
- Fiedler's Contingency Model.
- Hersey-Blanchard Situational Theory.
- Path-Goal Theory.
- Vroom-Yetton Leadership Model.
The models described have limited validity but are still widely used.
Fiedler's Contingency Model
Fiedler's model assumes that group performance depends on:
- Leadership style, described in terms of task motivation and relationship motivation.
- Situational favorableness, determined by three factors:
1. Leader-member relations - Degree to which a leader is accepted and supported by the group members.
2. Task structure - Extent to which the task is structured and defined, with clear goals and procedures.
3. Position power - The ability of a leader to control subordinates through reward and punishment.
High levels of these three factors give the most favorable situation, low levels, the least favorable. Relationship-motivated leaders are most effective in moderately favorable situations. Task-motivated leaders are most effective at either end of the scale.
Fiedler suggests that it may be easier for leaders to change their situation to achieve effectiveness rather than change their leadership style.
Hersey-Blanchard Situational Theory
This theory suggests that leadership style should be matched to the maturity of the subordinates. Maturity is assessed in relation to a specific task and has two parts:
- Psychological maturity - Their self-confidence and ability and readiness to accept responsibility.
- Job maturity - Their relevant skills and technical knowledge.
As the subordinate maturity increases, leadership should be more relationship-motivated than task-motivated. For four degrees of subordinate maturity, from highly mature to highly immature, leadership can consist of:
- Delegating to subordinates.
- Participating with subordinates.
- Selling ideas to subordinates.
- Telling subordinates what to do.
Path-Goal Theory
Evans and House suggest that the performance, satisfaction, and motivation of a group can be affected by the leader in a number of ways:
- Offering rewards for the achievement of performance goals.
- Clarifying paths towards these goals.
- Removing performance obstacles.
A person may do these by adopting a certain leadership style, according to the situation:
- Directive leadership - Specific advice is given to the group, and ground rules are established.
- Supportive leadership - Good relations exist with the group, and sensitivity to subordinates' needs is shown.
- Participative leadership - Decision-making is based on group consultation, and information is shared with the group.
- Achievement-oriented leadership - Challenging goals are set, high performance is encouraged, while showing confidence in the group's ability.
Supportive behavior increases group satisfaction, particularly in stressful situations, while directive behavior is suited to ambiguous situations. It is also suggested that leaders who have influence upon their superiors can increase group satisfaction and performance.
Vroom-Yetton Leadership Model
This model suggests the selection of a leadership style for making a decision. There are five decision-making styles:
- Autocratic 1 - Problem is solved using information already available.
- Autocratic 2 - Additional information is obtained from the group before the leader makes a decision.
- Consultative 1 - Leader discusses the problem with subordinates individually before making a decision.
- Consultative 2 - The problem is discussed with the group before deciding.
- Group 2 - The group decides upon the problem, with the leader simply acting as chair.
The style is chosen by the consideration of seven questions, which form a decision tree. This is described in Leadership and Decision Making, by V.H. Vroom and P.W. Yetton, pp.41-42, published by the University of Pittsburgh Press, 1973.
From India, Coimbatore
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Leadership Styles.pdf
Leadership Styles.ppt