Contengency Approaches in management..ppt

Contingency approach in management

1. 1
Contingency
Approaches

2. 2
Ex. 3.1Comparing the Universalistic and
Contingency Approaches to Leadership
Universalistic
Approach
Contingency
Approach
Followers
Leader
Situation
Leadership
Traits/behaviors
Style
Traits
Behavior
Position
Needs
Maturity
Training
Cohesion
Task
Structure
Systems
Env.
Outcomes
(Performance, satisfaction,
etc.)
Outcomes
(Performance, satisfaction,
etc.)

3. 3
Contingency Approaches
Contingency approaches:
approaches that seek to delineate the
characteristics of situationsand
followersand examine the leadership
stylesthat can be used effectively
The answer then is:
That the answer depends on leader,
follower, and situation variables.
Leaders skills will differ and situation will
differ in each case.

4. 4
Contingency Approaches
Contingency approaches:
Ultimately, the leader, the followers,
and the situation must match for true
leadership to take place!

5. 5
Let’s take a look at Leader Behavior
and Four Leader Styles
High Task-Low
Relationship
High Task-High
Relationship
Low Task-Low
Relationship
High Relationship
-Low Task
Low
High
Low HighRELATIONSHIP BEHAVIOR
TASK
BEHAVIOR

6. Qualities that influence a Leader
•Vision

7. Qualities that influence a Leader
•Vision
•Ability

8. Qualities that influence a Leader
•Vision
•Ability
•Enthusiasm/Vitality

9. Qualities that influence a Leader
•Vision
•Ability
•Enthusiasm/Vitality
•Stability

10. Qualities that influence a Leader
•Vision
•Ability
•Enthusiasm/Vitality
•Stability
•Concern for others

11. Qualities that influence a Leader
•Vision
•Ability
•Enthusiasm/Vitality
•Stability
•Concern for others
•Self Confidence

12. Qualities that influence a Leader
•Vision
•Ability
•Enthusiasm/Vitality
•Stability
•Concern for others
•Self Confidence
•Integrity

13. Qualities that influence a Leader
•Vision
•Ability
•Enthusiasm/Vitality
•Stability
•Concern for others
•Self Confidence
•Integrity
•Charisma

14. 14
Situational Theory
Let’s look at Situational approaches
Hersey and Blanchard’s extension
of the Leadership Grid focusing on
the characteristics of followers as
the important element of the
situation, and consequently, of
determining effective leader
behavior

15. Situational Theory
15
•Chart:

16. 16
Ex. 3.4Hersey and Blanchard’s
Situational Theory of Leadership
Follower Characteristics Appropriate Leader Style
Low readiness level
Moderate readiness level
High readiness level
Very high readiness level
Telling (high task-low relationship)
Selling (high task-high relationship)
Participating (low task-high rel.)
Delegating (low task-low relationship)

17. 17
Path-Goal Theory
A contingency approach to
leadership in which the leader’s
responsibility is to increase
subordinates’ motivation by
clarifying the behaviors necessary
for task accomplishment and
rewards

18. 18
Ex. 3.5Leader Roles in the Path-Goal
Model
Path Clarification Increase Rewards
Leader defines what follower
must do to attain work
outcomes
Leader clarifies follower’s
work role
Follower has increased
knowledge & confidence to
accomplish outcomes
Leader learns follower’s
needs
Leader matches follower’s
needs to rewards if work
outcomes are accomplished
Leader increases value of
work outcomes for follower
Follower displays increased effort and
motivation
Organizational work outcomes are
accomplished

19. 19
Ex. 3.6Path-Goal Situations and
Preferred Leader Behaviors
Situation Leader Behavior Impact on FollowerOutcome
Supportive
Leadership
Directive
Leadership
Achievement-
Oriented
Leadership
Participative
Leadership
Followers lack
self-confidence
Ambiguous job
Lack of job
challenge
Incorrect
reward
Increases confidence
to achieve work
outcomes
Clarifies path to
reward
Set and strive for
high goals
Clarifies followers’
needs to change
rewards
Increased
effort;
improved
satisfaction
and
performance

20. 20
Ex. 3.7Five Leader Decision Styles
Area of Influence by Leader
Area of Freedom for Group
Decide Consult
Individually
Consult
Group
Facilitate Delegate

21. 21
Substitute and Neutralizer
Substitute: a situational
variable that makes
leadership unnecessary
orredundant
Neutralizer: a situational
characteristic that
counteracts the leadership
style and prevents the
leader from displaying
certain behaviors

22. 22
Ex. 3.10Substitutes and Neutralizers
for Leadership
Variable Task-Oriented
Leadership
People-
Oriented
Leadership
Organizational
variables
Group cohesiveness
Formalization
Inflexibility
Low positional power
Physical separation
Substitutes for
Substitutes for
Neutralizes
Neutralizes
Neutralizes
Substitutes for
No effect on
No effect on
Neutralizes
Neutralizes
Task
characteristics
Highly struct. task
Automatic feedback
Intrinsic satisfaction
Substitutes for
Substitutes for
No effect on
No effect on
No effect on
Substitutes for
Follower
characteristics
Professionalism
Training/experience
Low value of rewards
Substitutes for
Substitutes for
Neutralizes
Substitutes for
No effect on
Neutralizes

23. Filling the “GAPS”
•JACK WELCH
•“Before you are a leader,
success is all about growing
yourself. When you become a
leader, success is all about
growing others and filling the
Gaps.”

24. Through Individualized
Leadership
•Vertical Dyad Linkage
•Leader Member Exchange (LMX)
•Partnership Building
•Systems and Networks

25. Through Communication
•Build Relationships
•Create the sense of Community
•Remember to ask questions
•Maintain Open Channels of
Communication

26. Through Leadership
•Remember that everything filters down
•Allow for opportunities
•Seek to Engage
•Don’t Delegate. Motivate!

27. Through Empowerment
•Empowerment is the delegation of power
or authority to subordinates in the
organization
•Are they a “4” or are they a “5”?
•Share the Power.

28. Through Tools
•Personal Evaluations
•One on One meetings
•Building rapport with your team
•Going to meetings
•Having outings
•Team Building Exercise
•Though Conferences