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Contingency Theories of Contingency Theories of LeadershipLeadership
that is possible but cannot be predicted with certainty
– a provision for an unforeseen event or circumstance
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Introduction Introduction
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• Classic approach that gained prominence during the 1970s and 1980s
• Contingency theory of leadership assumes that there is no one best way to lead
• Contingency theories hold that leadership effectiveness is related to the interplay of a leader's traits or behaviors, follower’s characteristics and situational factors.
History and BackgroundHistory and Background
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• The contingency approach to leadership was influenced by two earlier research programs endeavoring to pinpoint effective leadership behavior.
1.Ohio State University (1950s)2.University of Michigan
Ohio State Ohio State UniversityUniversity
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University of MichiganUniversity of Michigan
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Why a new approach? Why a new approach?
• Little evidence suggested that these leadership behaviors were related to increased leadership effectiveness in group performance
• Soon the focus of attention on leadership behaviors as direct predictors of leadership effectiveness shifted
• an alternative approach was developed that emphasized the potentially critical role of the situational context in linking leadership behaviors or traits to effective outcomes.
• This alternate approach became known as the contingency theories of leadership.
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The Contingency ApproachThe Contingency ApproachThe Contingency Theory of Leadership The Contingency Theory of Leadership EffectivenessEffectiveness
• Introduced by Fred Fielder (1960s)• The main idea of this early theory is that
leadership effectiveness (in terms of group performance) depends on the interaction of two factors: the leader's task or relations motivations (leadership style)and aspects of the situation.
• Task or relations motivations are contingent on whether the leader can control and predict the group's outcome (i.e., situational favorability).
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Leadership StyleLeadership Style
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1. Relationship-oriented leader: who recognizes the importance of
developing strong and positive emotional ties with followers.
2. Task-oriented leader: who doesn’t value relationships and
instead focuses only on the task.
Situation Situation FavorablenessFavorableness
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• The degree a situation enables the leader to exert influence over the followers
• More control ⇒ More favorable situation
Leader-Member Leader-Member RelationsRelations
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• Has greatest influence over situational favorableness
• Good ⇒ cooperation and friendly• Bad ⇒ difficult and antagonistic• Involves trust of, respect for, and
confidence in the leader
Task StructureTask Structure
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• Also important• Greater structure ⇒ More favorable
situation• Leaders in most structured situation
have greatest control
Position PowerPosition Power
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• Least important• Greater position power
⇒ more favorable situation• Leaders with power to assign work,
reward, punish, hire, fire, and promote have greatest position power
The Leadership The Leadership Continuum ModelContinuum Model
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● In 1958, contingency theorists Robert Tannenbaum and Warren Schmidt identified a continuum of seven distinct leadership styles, which they published in the Harvard Business Review.●Used to determine which one of the
seven styles to select based on one’s use of boss- centred versus subordinate-centred leadership to meet the situation
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Lussier and Achua, 2010
3 Kelemahan iaitu:
When Which Where
Path-Goal Leadership ModelPath-Goal Leadership Model