Theories in OB

1. FIEDLER'S CONTINGENCY MODEL
PATH GOAL THEORY &
SITUATIONAL
THEORY
For
Leadership

2. WHAT IS LEADERSHIP?
Leadership
The ability to influence a group toward the
achievement of a vision or set of goals.

3. “FIEDLER’S CONTINGENCY MODEL TO
LEADERSHIP.”

4. FIEDLER MODEL: THE LEADER
Leader’s style is fixed and can be
measured by the least preferred co-worker (LPC)
questionnaire.
Least Preferred Co-Worker
questionnaire (LPC)
The way in which a leader will evaluate a co-
worker who is not liked will indicate whether the
leader is task-or relationship-oriented.

6. TASK & RELATIONSHIP ORIENTED
Task oriented
 Directive
 Structure situations
 Set deadlines
 Make task assignments.
Relationship oriented
 Focus on people
 Considerate
 Not strictly directive.

7. FIEDLER'S CONTINGENCY MODEL
Situational favorableness, determined by three factors:
1. Leader-member relations
Degree to which a leader is accepted and supported
by the group members.
2. Task structure
Extent to which the task is structured and defined,
with clear goals and procedures.
3. Position power
The ability of a leader to control subordinates
through reward and punishment

8. FOUR IMPORTANT IDEAS OF CONTINGENCY
THEORY ARE:
 1. There is no universal or one best way to
manage
 2. The design of an organization and its
subsystems must 'fit' with the environment
 3. Effective organizations not only have a
proper 'fit' with the environment but also
between its subsystems
 4. The needs of an organization are better
satisfied when it is properly designed and the
management style is appropriate both to the
tasks undertaken and the nature of the work
group

9. CONTINGENCY VARIABLES IN THE REVISED
LEADER-PARTICIPATION MODEL
 1.Importance of the decision
 2.Importance of obtaining follower commitment to the decision
 3.Whether the leader has sufficient information to make a good decision
 4.How well structured the problem is
 5.Whether an autocratic decision would receive follower commitment
 6.Whether followers “buy into” the organization’s goals
 7.Whether there is likely to be conflict among followers over solution
alternatives
 8.Whether followers have the necessary information to make a good
decision
 9.Time constraints on the leader that may limit follower involvement
 10.Whether costs to bring geographically dispersed members together is
justified
 11.Importance to the leader of minimizing the time it takes to make the
decision
 12.Importance of using participation as a tool for developing follower

11. Representation of Fiedler’s
Contingency Model

12. HIGH LEVELS OF THESE THREE FACTORS GIVE
THE MOST FAVORABLE SITUATION, LOW
LEVELS, THE LEAST FAVORABLE.
RELATIONSHIP-MOTIVATED LEADERS ARE MOST
EFFECTIVE IN MODERATELY FAVORABLE
SITUATIONS. TASK-MOTIVATED LEADERS ARE
MOST EFFECTIVE AT EITHER END OF THE
SCALE. FIEDLER SUGGESTS THAT IT MAY BE
EASIER FOR LEADERS TO CHANGE THEIR
SITUATION TO ACHIEVE EFFECTIVENESS,
RATHER THAN CHANGE THEIR LEADERSHIP
STYLE.

14. PATH-GOAL THEORY (HOUSE, 1971) DESCRIPTION
Path-goal theory centers on how leaders
motivate subordinates to accomplish
designated goals
Emphasizes the relationship between
the leaders style
the characteristics of the subordinates
the work setting
Definition

15. PATH-GOAL THEORY (HOUSE, 1971)
DESCRIPTION
 Motivational Principles (based on Expectancy
Theory) - Subordinates will be motivated if they
believe:
 they are capable of performing their work
 that their efforts will result in a certain outcome
 that the payoffs for doing their work are worthwhile
Perspective

16. CHALLENGE TO LEADER
 Use a Leadership Style that best meets subordinates
motivational needs
 choose behaviors that complement what is missing in the work
setting
 enhance goal attainment by providing information or rewards
 provide subordinates with the elements they need to reach their
goals

17. BASIC IDEA

18. PATH-GOAL THEORY

19. MAJOR COMPONENTS OF PATH-GOAL THEORY
Path-Goal Theory Suggests:
Each type of leader behavior has a
different kind of impact on
subordinates motivation
Whether or not a particular leader
behavior is motivating is contingent on
– subordinate characteristics
– task characteristics

20. LEADER BEHAVIORS
Directive Leadership
 Leader who gives subordinates task instruction
including:
 What is expected of them
 How task is to be done
 Timeline for task completion
For role ambiguity
 Some suggest increasing incentives and strengthening
reward contingencies as two mechanisms of directive
leadership for the valence and instrumentality
components.

21. LEADER BEHAVIORS
Supportive Leadership
 Refers to being friendly, approachable, and supportive
as a leader and includes:
 Attending to well-being & human needs of subordinates’;
 Using supportive behavior (cognitive and affective) to make
work environment pleasant and more tolerant;
 Increase self-confidence and lower anxiety.

22. LEADER BEHAVIORS
Participative Leadership
 Leader who invites subordinates to share in the
decision-making
 A participative leader:
 Consults with subordinates
 Seeks their ideas & opinions
 Integrates their input into group/organizational decisions

23. LEADER BEHAVIORS
Achievement Oriented Leadership
 Leader who challenges subordinates to perform work at the
highest level possible
 An achievement oriented leader:
 Establishes a high standard of excellence for subordinates;
 Seeks continuous improvement;
 Demonstrates a high degree of confidence in subordinates’ ability
to establish & achieve challenging goals.

24. PATH-GOAL THEORY MATRIX

25. STRENGTHS
 Useful theoretical framework. Path-goal theory is
a useful theoretical framework for understanding
how various leadership behaviors affect the
satisfaction of subordinates and their work
performance.
 Integrates motivation. Path-goal theory attempts
to integrate the motivation principles of expectancy
theory into a theory of leadership.
 Practical model. Path-goal theory provides a
practical model that underscores and highlights the
important ways leaders help subordinates.

26. CRITICISMS
 Interpreting the meaning of the theory can be
confusing because it is so complex and
incorporates so many different aspects of
leadership; consequently, it is difficult to implement.
 Empirical research studies have demonstrated only
partial support for path-goal theory.
 It fails to adequately explain the relationship
between leadership behavior and worker motivation.
 The path-goal theory approach treats leadership as
a one-way event in which the leader affects the
subordinate.

27. SITUATIONAL
LEADERSHIP
THEORY

28. SITUATIONAL THEORY
Paul Hersey and Ken Blanchard
developed a leadership model.
To gained a strong management
development.
It is a contingency theory that facuses on
the followers‘ readiness.

29. HERSEY-BLANCHARD'S SITUATIONAL MODEL

30. SUCCESSFUL LEADERSHIP
It achieved by selecting the right
leadership style.
Effective leadership reflects the reality.
Effectiveness also depends on
followers.
High relationship orientation to get the
followers.

32. LEADERSHIP STYLE
Behavior pattern of a person
who attempts to influence
others.
 Direct behaviors
 Supportive behaviors
Leader shows the path of
goal.

33. FOUR SPECIFIC LEADER BEHAVIORS
Leader needs to display high task
orientation.
Leader need to use supportive and
participative style.
Leader needs to give clear and specific
direction.
The leader doesn’t need to do much.

34. CRITICISMS

35. LEADERSHIP STYLE GAME PLAN
Competency and/or commitment in
one area does not ensure equal
competency or commitment in all
areas
Achieving competency and/or
commitment does not ensure
maintaining competency or
commitment

36. 1STEP FORWARD
2 STEP BACKWARD
Assess
Need
Match
Level
Set
Objective
Deliver
Leadership

37. HOW DOES SITUATIONAL APPROACH
WORK
Competence and Commitment of
subordinates.
Leader is to determine the nature of
a situation.
Leader is to adapt specific style to
prescribed.
Leaders demonstrate a high
degree of flexibility.

38. APPROACH