Chapter 11 Notes: Contingency Theories and Situational Leadership Models

Core idea: Leadership effectiveness depends on matching a leader's fixed style to situational favorableness, not on changing behavior to fit every situation.
Leader orientation (dominant style): task-oriented (active, controlling, structured) vs. human-relations-oriented (relationship-focused).
Measurement: Least Preferred Coworker (LPC) scale determines orientation; high LPC = relations-oriented, low LPC = task-oriented.
Contingency dimensions (three factors):
- Leader-Member Relations: trust and cooperation between subordinates and leader (good/poor).
- Task Structure: clarity and formalization of tasks (high/low).
- Leader Position Power: legitimacy of authority to punish or reward (strong/weak).
Situational favorableness continuum (from very unfavorable to very favorable):
- Very Unfavorable, Unfavorable, Favorable, Very Favorable
Implications for leadership:
- Very favorable or very unfavorable situations: task-oriented leaders are most effective.
- Moderately favorable/unfavorable situations: human-relations-oriented leaders are more effective.
Practical stance: Change the situation to fit the leader's style rather than trying to change the leader; critiques note inflexibility and difficulty of changing organizations to fit a leader.
Cognitive Resource Theory (extensions): under stress, leader intelligence and experience interact with stress to affect performance; experience helps under high stress, while intelligence may help under low stress.

Core idea: Effective leaders provide the path, support, and resources for subordinates to attain goals; integrates Ohio State concepts with expectancy theory.
Four leadership behaviors (styles):
- Directive: clear expectations, plan, and resources.
- Supportive: concern for people; fosters a supportive environment.
- Participative: involve subordinates in decision-making; leader retains final responsibility.
- Achievement-oriented: set challenging goals; high performance expectations.
Contingency factors:
- Environmental factors: Task clarity, Formal authority system, Work group dynamics.
- Subordinate factors: Locus of control, Perceived ability, Experience.
Outcomes: Performance and Satisfaction.
Practical use: Select and adapt leadership style to compensate for follower deficiencies or task demands; align behavior with followers' needs and work context.

Concept: A spectrum from boss-centered (autocratic) to subordinate-centered (participative) leadership.
Dimensions: Amount of authority used by the manager vs. freedom afforded to employees.
Range of options between extremes allows varying degrees of employee involvement in decisions.
Determinants of position on the continuum:
- Manager's leadership style
- Organizational culture
- Task complexity
- Quality of the relationship and employee acceptance of delegation
Guidance: choose the level of involvement based on situational factors; time pressure and expertise may necessitate more boss-centered decisions; more involvement supports acceptance and commitment when feasible.

Core idea: Leaders adapt their style based on follower maturity (development level).
Three dimensions:
- Task behavior: providing clear directions and task structure.
- Relationship behavior: providing support and fostering development.
- Maturity level of the follower: combination of ability, willingness, motivation, and experience.
Four leadership styles:
- Telling: high task, low relationship; follower has low maturity.
- Selling: high task, high relationship; follower has some maturity and needs guidance to gain buy-in.
- Participating: low task, high relationship; follower has higher maturity and can participate.
- Delegating: low task, low relationship; follower has high maturity and can operate independently.
Application: as follower maturity increases, shift from telling to delegating.
Note: Some empirical support is mixed; model remains useful for practical workplace guidance.

Core idea: Leaders develop dyadic relationships with each follower, leading to in-group and out-group divisions.
Three phases:
- Role-Taking: initial assessment of new members' abilities.
- Role-Making: membership in in-group or out-group based on trust, loyalty, and competence.
- Routinization: stable patterns of interaction; in-group and out-group dynamics persist.
In-group: higher trust, access to resources, more opportunities, closer interaction with the leader; higher performance and satisfaction.
Out-group: fewer resources, limited interaction, slower development; lower performance ratings and satisfaction.
Implications:
- High self-efficacy and similarity to the leader can increase likelihood of in-group status.
- Potential risks: decreased diversity, groupthink, and discrimination; leaders should be aware of biases in resource allocation and development opportunities.

Contingency theories emphasize multiple leadership styles; effectiveness comes from adapting style to situation and follower needs.
Health care managers should develop skills to assess environmental and subordinate contingencies and adjust leadership accordingly to predict, explain, and control outcomes.
Use the appropriate theory as a diagnostic tool to guide leadership development, team motivation, and organizational sustainability.

No single leadership style fits all contexts; effectiveness depends on situational factors and follower maturity.
Contingency theories provide frameworks to tailor leadership behaviors to enhance performance and satisfaction in health care settings.
Awareness of biases (LMX) and the limits of each model is essential for fair and effective leadership.