Leadership Theories

Contingency Theory

• Effective leadership is contingent (aka depends on) on matching a leader’s style to the right situation.

Low LPC (57 below)

• Task motivated

• Need to accomplish the task first and then getting along with group

• More concerned about being successful and achieving goals

• Relationship are important after the task has been completed

Medium LPC (58-63)

• Independent

• Self-directed

• Somewhat removed from the situation

• Not concerned with how the group may view them

• Not overly concerned about the task

High LPC (64 or higher)

• Relationship motivated

• See the positive in group members and enjoy the interpersonal connections

• Care about completing the tasks after they build good relationships with group members

Style:

• Task motivated

• Relationship Motivated

Situation:

• Leader-Member relations

  • Confidence, loyalty, attraction to the leader

• Task structure

  • Requirements clearly stated or vague

• Position power

  • Authority strong or weak

By using a leader’s LPC score and the 3 situation variables, you can predict the effectiveness of the leader.

Path-Goal Theory

Basics:

• Defines goals

• Clarifies path

• Removes obstacles

• Provides support

Definition: The effectiveness of the leader rests on how the behavior of the leader influences followers satisfaction and performance.

• Follower satisfaction and performance.

• It’s about how leaders MOTIVATE subordinates to accomplish designated goals.

• Different situations require different behaviors.

Different Leader Behaviors

• Directive (aka task)

  • Give instructions abourt task, whats expected, how to do it, timeline for competion, rules and regulations clear, clear standards for performancepleasant

• Supportive (relationship)

  • Friendly and approachable

  • Attends to well-being of subordinates

  • Makes workplace plesant

  • Treats subordinates as equals and respects them

• Participative

  • invites subordinates to share in the decision making

  • consults with subordinates

  • listens to their ideas and opinions

  • integrates suggestions from subordinates as how the organization will proceed

• Achievement-oriented

  • challenges subordinates to perform at the highest level possible

  • establishing high standards of excellence and seeking continuous improvement

  • shows a high degree of confidence in capabilities of subordinates

• Subordinates (followers)

  • Need for affiliation

  • preference for structure

  • desire for control

  • self-percieved level of task ability

  • These characteristics determine the degree of satisfaction with the leaders behavior.

  • Are the subordinates satisfied with the behavior of leader?

  • Remember: the leader's effectiveness rests on how the leader's behavior influences follower satisfaction and performance.

• Task Characteristics

  • Briefly, the nature of the task will influence the behavior of the leader and will ultimately impact the satisfaction of the subordinates

    • Defined

    • ambiguous

• How does it work irl?

  • Use directive leadership when:

    • Subordinates are authoritarian and dogmatic

    • Task is ambiguous and unclear

  • Use supportive leadership when

    • Subordinates are need affiliation and acceptance

    • task is repetitive and boring

  • Use participative leadership when:

    • Subordinates are autonomous and need to have a control

    • Task is ambiguous, unclear, unstructured

  • Achievement-oriented leadership when:

    • subordinates have high expectations and need to excel

    • task is ambiguous, challenging, and challenging

• Final Words on Path-Goal Theory:

  • It can be used by leaders at any level for all types of tasks

  • A leader must assess subordinates and tasks to determine appropriate leadership behavior to be used

  • Reminds us that the CENTRAL PURPOSE of leadership is to help subordinates define and reach the goal in the most efficient manner

Leader Member Exchange Theory (LMX)

And roles of followership

Followership:

• Leaders can only exist and accomplish extraordinary goals because they have supportive followers. One cant exist without the other

• “If you think you are leading and no one is following, you’re only taking a walk” - John Maxwell

LMX Theory

• Leaders develop a separate exchange relationship with each individual member

• Both the leader and the member define the role of that member

• Low exchange relationship

  • Members need to only comply with formal roles, requirements, duties, rules, etc.

  • Aka show up, do your job, get out.

• High exchange relationship

  • Members seek desirable outcomes that the leader controls, such as greater status, influence, and benefits.

  • In turn, the member is loyal and committed to the leader

How do you get from a low exchange to a high exchange?

• Phase 1 - stranger

  • Low exchange, roles are scripted, one-way influence

• Phase 2 - acquaintance

  • mixed exchange, roles are tested, mixed influence

• Phase 3 - Partner

  • High exchange, roles are negotiated, reciprocal influence

The LMX theory suggests that the nature of relationships with the leader cause 2 groups to form among the members.

The IN-group and OUT-group.

• In group (more: time, attention, opportunities, responsibilities)

  • Willing to do more than required

  • More innovative/creative

  • Get more responsibilities

  • Get more opportunities

  • Get more of the leader’s time and support

• Out Group (less time, just doing the job)

  • Operate strictly within prescribed role

  • Do what’s required and nothing more

  • Treated fairly but do not get special attention from the leader

  • Receive standard benefits

So what should an effective leader do according to the LMX theory:

• Develop special relationships with each member

• Offer all members opportunities to take on new roles and responsibilities

• Nurture high-quality exchanges

• Look for ways to build trust and respect with each one

• Be aware of how we communicate with and relate to our members