Situational leadership, contigency Theory, Path and Goal Theory

Situa&onal Leadership Con&gency Theory Path Goal Theory Leader – Member Exchange Theory

By Ajarn Orapak Suwanapakdee

Situa&onal Leadership

Ajarn Orapak Suwanapakdee

Situa&onal Leadership •  Situa&onal leadership stresses that leadership is composed of both

a direc&ve and a suppor&ve dimension, and that each has to be applied appropriately in a given situa&on. To determine what is needed in a par&cular situa&on, a leader must evaluate her or his employees and assess how competent and commi.ed they are to perform a given task. Based on the assump9on that employees’ skills and mo9va9on vary over 9me, situa9onal leadership suggests that leaders should change the degree to which they are direc9ve or suppor9ve to meet the changing needs of subordinates. In brief, the essence of situa&onal leadership demands that leaders match their style to the competence and commitment of the subordinates. Effec&ve leaders are those who can recognize what employees need and then adapt their own style to meet those needs. (2009-‐10-‐06).

•  Leadership: Theory and Prac&ce (Kindle Loca&ons 1717-‐1724). Sage Publica&ons -‐ A. Kindle Edi&on.

Situa&onal Leadership Model

Defini&on of Leadership Style

•  Leadership style consists of the behavior paZern of a person who aZempts to influence others.

•  Source: Leadership: Theory and Prac&ce (Kindle Loca&ons 1732-‐1733). Sage Publica&ons -‐ A. Kindle Edi&on.

Categories of Behaviors

•  Direc&ng = Set goals and &melines by one-‐way communica&on ( “ I tell you”)

•  Suppor&ng = Make team members feel comfortable ( emo&onal and knowledge support) ( “ We both agree”) NOT I tell you what to do.

•  Different situa&ons command different behavioral styles. Leaders take different behavior style to influence followers. When mo&ves and incen&ves change and when the dynamics of situa&on change, leaders take on different styles.

Factors determining situa&ons •  In a given situa&on, the first task for a leader is to determine the

nature of the situa&on. Ques&ons such as the following must be addressed: What task are subordinates being asked to perform? How complex is the task? Are the subordinates sufficiently skilled to accomplish the task? Do they have the desire to complete the job once they start it? Answers to these ques&ons will help leaders to iden&fy correctly the specific developmental level at which their subordinates are func&oning. For example, new employees who are very excited but lack understanding of job requirements would be iden&fied as D1-‐level employees. Conversely, seasoned workers with proven abili&es and great devo&on to a company would be iden&fied as func&oning at the D4 level.


Con&gency Theory


Summary

•  In short, con&ngency theory is concerned with styles and situa&ons. It provides the framework for effec&vely matching the leader and the situa&on. (2009-‐10-‐06). Leadership: Theory and Prac&ce (Kindle Loca&ons 2111-‐2113). Sage Publica&ons -‐ A. Kindle Edi&on.

Con&gency Theory

Leadership style

Situa&onal Variables

Con&gency Theory

Leadership Style Related to Con&gency Theory

•  Task-‐oriented leadership à leaders who focus on the comple&on of tasks/ “ I want this to get done”

•  Rela&onship-‐oriented leadership à leaders who focus on building good rela&ons/ “ I want rela&onship to be good and focused, and tasks will come later or they will be finished later which they might not be”.

•  Thai leaders’ style focus on rela&onship first and task will be finished later.

Situa&onal Variables

•  Con&ngency theory suggests that situa&ons can be characterized in terms of three factors: leader-‐member rela&ons, task structure, and posi&on power (Figure 6.1).

•  Source: . Leadership: Theory and Prac&ce (Kindle Loca&ons 2119-‐2120). Sage Publica&ons -‐ A. Kindle Edi&on.

LPC Score

Path Goal Theory


Path-‐ Goal Theory

Path Goal

Path Goal Theory : Leaders, Mo&va&ons and Objec&ves

•  Path Goal theory is about how leaders mo&vate subordinates to accomplish designated goals.

•  The stated goal of this leadership theory is to enhance employee performance and employee sa&sfac&on by focusing o employee mo&va&on. (2009-‐10-‐06). Leadership: Theory and Prac&ce (Kindle Loca&ons 2342-‐2343). Sage Publica&ons -‐ A. Kindle Edi&on.

•  Source: Leadership Theory and Prac&ce (Kindle Loca&ons 2339-‐2340). Sage Publica&ons -‐ A. Kindle Edi&on.

Basic Path-‐ Goal Figure •  According to House and Mitchell (1974), leadership generates mo&va&on when it increases the number and kinds of payoffs that subordinates receive from their work. Leadership also mo&vates when it makes the path to the goal clear and easy to travel through coaching and direc&on, removing obstacles and roadblocks to aZaining the goal, and making the work itself more personally sa&sfying (Figure 7.1). Figure 7.1 The Basic Idea Behind Path-‐Goal Theory (2009-‐10-‐06). Leadership: Theory and Prac&ce (Kindle Loca&ons 2351-‐2355). Sage Publica&ons -‐ A. Kindle Edi&on.

Basic Path-‐ Goal Theory “ You define goal and path you want to mo&vate employees and their behavior and you provide support

along the way

Major Components of Path Goal Theory

How Does the Path and Goal Work? “ You don’t need to believe this”

It is from survey but it is not for every case”

To Apply Path-‐Goal Theory •  A leader must carefully assess the subordinates and their

tasks, and then choose an appropriate leadership style to match those characteris&cs. If subordinates are feeling insecure about doing a task, the leader needs to adopt a style that builds subordinate confidence. For example, in a university seong where a junior faculty member feels apprehensive about his or her teaching and research, a department chair should give suppor&ve leadership. By giving care and support, the chair helps the junior faculty member gain a sense of confidence about his or her ability to perform the work (Bess & Goldman, 2001).


Leadership –Member Exchange Theory


LMX Theory •  Leader-‐member exchange (LMX) theory takes s&ll another approach and

conceptualizes leadership as a process that is centered on the interac&ons between leaders and followers. (2009-‐10-‐06).

•  Before LMX theory, researchers treated leadership as something leaders did toward all of their followers. This assump&ons implied that leaders treated followers in a collec&ve way, as a group, using an average leader-‐ship style. LMX theory challenged this assump&on and directed researchers’ aZen&on to the differences that might exist between the leader and each of the leader’s followers.

•  Leadership: Theory and Prac&ce (Kindle Loca&ons 2724-‐2726). Sage Publica&ons -‐ A. Kindle Edi&on. Leadership: Theory and Prac&ce (Kindle Loca&ons 2721-‐2722). Sage Publica&ons -‐ A. Kindle Edi&on.

Dyadic Rela&onship: “ The rela&onship that is based on

two”

To be con&nued next &me

References

•  Source : Leadership Theory and Prac&ce by Peter Northouse

Situational leadership, contigency Theory, Path and Goal Theory

Education

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