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    Theories of Leadership

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    Prashant
    The document discusses situational approaches to leadership. It describes that situational models of leadership assume that appropriate leader behavior varies based on situational factors like the task, followers, and environment. The four major situational theories discussed are the LPC theory, path-goal theory, Vroom's decision tree approach, and leader-member exchange theory. The LPC theory and path-goal theory are described in more detail.

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    Theories of Leadership

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    Prashant
    27 views15 pages
    The document discusses situational approaches to leadership. It describes that situational models of leadership assume that appropriate leader behavior varies based on situational factors like the task, followers, and environment. The four major situational theories discussed are the LPC theory, path-goal theory, Vroom's decision tree approach, and leader-member exchange theory. The LPC theory and path-goal theory are described in more detail.

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    The document discusses situational approaches to leadership. It describes that situational models of leadership assume that appropriate leader behavior varies based on situational factors like the task, followers, and environment. The four major situational theories discussed are the LPC theory, path-goal theory, Vroom's decision tree approach, and leader-member exchange theory. The LPC theory and path-goal theory are described in more detail.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    27 views15 pages

    Theories of Leadership

    Uploaded by

    Prashant
    The document discusses situational approaches to leadership. It describes that situational models of leadership assume that appropriate leader behavior varies based on situational factors like the task, followers, and environment. The four major situational theories discussed are the LPC theory, path-goal theory, Vroom's decision tree approach, and leader-member exchange theory. The LPC theory and path-goal theory are described in more detail.

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    of 15

    Theories of Leadership

    Situational Approaches to Leadership

    Situational Models of Leader Behavior


     Assume that:
     Appropriate leader behavior
    varies from one situation to
    another.
     Key situational factors that
    are interacting to determine
    appropriate leader behavior
    can be identified.
    Situational Approaches to Leadership

    Situational Variables:
     Personality of leader
     Task to be accomplished
     Expectations, needs, and attitudes of followers
     Environment where leadership takes place
    Situational Approaches to Leadership

    The four major situational approaches to


    leadership are:
     The LPC theory,
     The path-goal theory,
     Vroom’s decision tree approach,
     Leader-member exchange theory.
    Least-Preferred Coworker Theory
    (Fiedler)

     Fiedler argued that a leader’s personality made him or her either


    task-oriented or relationship-oriented.
     The appropriate style of leadership varies with situational
    favorableness (from the leader’s viewpoint).
     The leader thinks of the worker he or she is least able to work
    with while completing the scale.
     The total score for the scale presumably reflects the leader’s
    personality type.
    Least-Preferred Coworker Theory
    (Fiedler)
    Least preferred coworker (LPC)
     The measuring scale asks leaders to describe the person
    with whom they are least able to work well.
     High LPC scale scores indicate a relationship
    orientation; low LPC scores indicate a task orientation on
    the part of the leader.
    Least-Preferred Coworker Theory
    (Fiedler)
    Contingency variables determining situational
    favorableness:
     Leader-member relations—the nature of the
    relationship between the leader and the work group.
     Task structure—the degree to which the group’s task
    is defined.
     Position Power—the power vested in the leader’s
    position.
    Favorableness and Leader Style
    When the situation is:
     Most favorable (good relations, high structure, and strong
    power) or the least favorable (bad relations, low structure, and
    weak power), the best leadership style is task-oriented.
     Relationship-oriented leaders are best somewhere in between.
    Flexibility of Leader Style

    Fiedler argues that since the leader’s style is fixed,


    the situation should be changed to match the leader
    in order to make him or her most effective.
    The Least-Preferred Coworker
    Theory of Leadership

    Contingency Factors Situations

    Leader-member relations Good Bad

    Task structure High Low High Low

    Position power Strong Weak Strong Weak Strong Weak Strong Weak

    Favorableness Most favorable Moderately favorable Most unfavorable


    of Situation

    Appropriate Task-oriented Relationship-oriented Task-oriented


    Leader Behavior

    Figure 11.2
    Path-Goal Theory (Evans and House)
    The primary functions of a leader are to make
    valued or desired rewards available in the
    workplace and to clarify for the subordinate
    the kinds of behavior that will lead to goal
    accomplishment or rewards.
    Path-Goal Theory (Evans and House)

    Leader Behaviors:
     Directive leader behavior — letting subordinates
    know what is expected of them, giving guidance and
    direction, and scheduling work.
     Supportive leader behavior — being friendly and
    approachable, having concern for subordinate welfare,
    and treating subordinates as equals.
    Path-Goal Theory (Evans and House)

    Leader Behaviors:
     Participative leader behavior — consulting
    with subordinates, soliciting suggestions, and
    allowing participation in decision making.
     Achievement-oriented leader behavior —
    setting challenging goals, expecting subordinates to
    perform at high levels, encouraging and showing
    confidence in subordinates.
    The Path-Goal Theory
    Situational Factors
    Work Leadership Impact on Expected
    Situation Style Followers Results
    Follower Supportive Increases self- Increased effort. job
    lacks self- confidence to satisfaction, and
    confidence complete task performance; fewer
    grievances

    Lack of job Achievement- Encourages Improved performance


    challenge oriented setting high but and greater job
    attainable goals satisfaction

    Improper Participative Clarifies follower Improved performance


    procedures and need for making and greater satisfaction;
    poor decisions suggestions and less turnover
    involvement

    Ambiguous job Directive Clarifies path to Improved performance


    get rewards and job satisfaction
    Path Goal Theory to Leadership

    The Path-Goal Framework

    Subordinates’ Leader behaviors Environmental


    personal • Directive characteristics
    characteristics • Supportive • Task structure
    • Perceived ability • Participative • Work group
    • Locus of control • Achievement-
    oriented

    Subordinates’ motivation to perform

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