Foundations
Context creates a unique set of group needs (pp. 193)
As conditions change, so do the leadership needs that are created and the leader behaviors that will prove effective (pp. 194)
Leader effectiveness can be associated with: time urgency, amount of physical danger, presence of external stress, degree of autonomy, degree of job scope, importance and meaningfulness of work (pp. 194)
Different contingency theories:
- Contingency Theory of Leadership (Fiedler, 1957)
- Path-Goal Theory of Leadership (House, 1971)
- Situational Theory of Leadership aka Life Cycle Theory (Hersey & Blanchard, 1982)
- Multiple-Linkage Model (Yukl, 1989)
- Decision Process Theory aka Normative and Descriptive Model of Leadership (Vroom & Yetton, 1973)
- Decision Making (Vroom & Jago, 2007)
- Cognitive Resource Theory (Fiedler, 1995)
Scholars
Stogdill; Murphy; Smircich & Morgan; Fiedler; House; Hersey & Blanchard; Yukl; Vroom & Yetton; Vroom & Jago;
Research
Notes
House & Mitchell (pp. 195)– the strategic functions of a leader consist of:
- Recognizing and/or arousing subordinates’ needs for outcomes over which the leader has some control
- Increasing personal payoffs to subordinates for work-goal attainment
- Making the path to those payoffs easier to travel by coaching and direction
- Helping subordinates clarify expectancies
- Reducing frustrating barriers
- Increasing the opportunities for personal satisfaction contingent on effective performance
The effectiveness of a leaders’ behavior is a function of the influence that the leader exercises over the follower in interaction with attributes of the work environment (pp. 195)
Four dimensions to leader behavior (House & Mitchell): supportive (consideration), directive (initiating structure), participative, and achievement oriented (pp. 195)
Related Theories
Path-Goal Theory; Situational Theory; Fiedler’s Contingency Model; Least Preferred Co-worker; Leader Effectiveness
ALEC 801 