Chapter 3 Flashcards
Contingency
Theory meaning one thing depends on other things
Contingency approaches
Approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively
Universalistic vs contingency
Universalistic theory success is dependent only on the leader whereas contingency theory is dependent on the leader, followers, and situation
Situational theory
Hersey and Blanchard’s extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior.
Situational Model of Leadership
Delegating - Participating - Selling - Telling
Fiedler’s Contingency Model
A model designed to diagnose whether a leader is task-oriented and match leader style to the situation
Leader-member relations
Group atmosphere and members’ attitudes toward and acceptance of the leader
Task structure
Extent to which tasks performed by the group are defined involve specific procedures, and have clear, explicit goals
Position power
Extent to which the leader has formal authority over subordinates
Path-Goal Theory
A contingency approach to leadership in which the leader’s responsibility is to increase subordinates’ motivation by clarifying the behaviors necessary for task accomplishment and rewards
Supportive Leadership
Shows concern for subordinates’ well-being and personal needs
Directive leadership
Tells subordinates exactly what they are supposed to do
Participative leadership
Consults with subordinates about decisions
Achievement-oriented leadership
Sets clear and challenging goals for subordinates
Situation - Follower lacks self-confidence
Supportive leadership is necessary
Situation - Ambiguous job
Directive leadership is necesssary
Situation - Lack of job challenge
Achievement-oriented leadership is necessary
Situation - Incorrect reward
Participative leadership is necessary
Vroom-Jago Contingency Model
A contingency model that focuses on varying degrees of participative leadership and how each level of participation influences the quality and accountability of decisions
Five leader decision styles
Decide, consult individually, consult group, facilitate, delegate
Diagnostic Question
Decision significance
Important of Commitment
Leader expertise
Likelihood of Commitment
Group support for goals
Goal expertise
Team competence
Selecting a decision style
Timesaving-based model vs employee development-based model
Susbstitute
Situational variable that makes leadership unnecessary or redundant
Neutralizer
Situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors
