Assignment 1 front sheet
Contingency theory of leadership
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| Contingency theory of leadership
Situational leadership theory is based on the practical basis that the most appropriate leadership style will depend on the situation. According to situational leadership theory, leaders who are both wise and flexible will be effective leaders. According to surveys and research, there are currently three situational leadership models in the world: Situational leadership of Fiedler, Hersey and Blanchard, and path-goal leadership theory. With situational leadership models in mind, consider how the model can highlight the most effective leadership style you can use in different situations. Fred Fiedler was one of the first leadership researchers to acknowledge that effective leadership is contingent, or dependent on the characteristics of the leader and the situation. Fiedler's contingency theory helps explain why a manager can be an effective leader in one situation and ineffective in another.( Admin ,2021) Fiedler's model Fiedler's situational leadership model theory was first mentioned in the mid-1960s by Fred Fiedler - a scientist specializing in studying the personality and characteristics of leaders. This theory holds that there is no the most optimal leadership style. Instead, effective leadership is based on solving specific situations. This effectiveness is the result of two factors – “leadership style” and “resolving the situation in a positive way” (later called “situational control”). This leadership model holds that Whether a group's working results are effective or not depends on the leadership style. In this model, Fiedler assumes that the leader's style is unchanging and he offers the following leadership styles and situational factors: There are two types of leadership styles: Pay attention to relationships (relationships between leaders and subordinates) Focus on tasks (concern about productivity). To determine leadership style using a measure developed by Fiedler called Least-Preferred Co-Worker (LPC) Scale - A measure of employee preference staff The way to use this measure is to think about people you have worked or studied with. Then rate how you feel about that person according to each factor, and add up the total score. If your total score is high, you are a leader who values relationships. If the total score is low, you are a task-focused leader. The model suggests that in task-oriented leaders, their LPC is more negative, leading to lower scores. Fiedler calls these leaders low LPC. He believes that these leaders complete their tasks extremely well. They quickly organize a team to carry out tasks and projects. In this case, building relationships is a low priority. In contrast, relationship-oriented leaders have more positive LPC scores and higher scores. These are leaders with high LPC. High LPCs focus more on personal connections, and they are good at avoiding and managing conflict. They are capable of making more complex decisions. There are 3 types of factors that create situations: The relationship between the leader and group members. This relationship is based on a level of trust and mutual respect between the leader and subordinates. Mission structure. This structure shows how the assigned work process is? Clear or unclear. Thus, high task structure means that the group is assigned a clear, specific task and vice versa. Position of power (power from the position the leader holds). Positional power represents the leader's level of influence on issues such as hiring, firing, discipline, promotion, and salary increases. From these 3 situational factors, Fiedler offers 8 different types of situations that leaders can fall into as shown: According to the figure, we can see 8 situations occurring in a group. The organization needs to decide whether to change the leader or change the situation for the leader to match their behavior. When a leader falls into situations I, II, III, VII and VIII, the organization needs to appoint a leader with a task-oriented style for better job performance. When the situation is IV, V, VI, the organization needs to adopt a relationship-focused leadership style. So what happens if the situation and leadership style are not a good fit? For example, when a leader is in situation IV, are his leadership behaviors focused on the task? There are two workarounds: Organizations need to replace leaders with appropriate leadership styles. Organizations can also change situations to suit the current leader such as restructuring tasks; increase or decrease the power a leader has control over pay, promotion opportunities, and disciplinary action against subordinates. For example, if the organization increases the power of the leader, the situation will change from situation IV to situation III. So the task-focused leader now becomes relevant. (Admin, 2021) House and Dressler One of the foremost experts on leadership across cultures.The principal investigator, and founder in the early 1990s, of the Global Leadership and Organizational Behavior Effectiveness Research Program (GLOBE).House is best known for his creation of the Path-Goal Theory of Leader Effectiveness , which he developed in 1971 and revised in 1996 . Path-Goal Theory, developed by House and Dressler, emphasizes the importance of behavioral leadership in clarifying the path to goals and removing obstacles for followers. Theory suggests that leaders can enhance followers' motivation and performance by applying specific leadership behaviors that depend on follower characteristics and situational context. Leadership behaviors vary: Path-Goal Theory identifies four key leadership behaviors or styles that leaders can use to enhance follower motivation and performance. These styles are not specific to House and Dressler but are related to their theories. Leaders take the reins, establish structure, and communicate to followers what is expected of them. This technique works well when followers want guidance and clarity in their activities. Directive leadership: Let subordinates know exactly what is expected of them and give specific instructions. Subordination is the ability of subordinates to do their job well. Directive leadership is the characteristic of leaders who make subordinates aware of what is expected of them, giving clear instructions regarding what needs to be done and how it should be done. how, while also making the team understand their part of the job (House & Mitchell, 2007). The team leader also clarifies the work schedule to be performed, maintains clear performance standards, and directs team members to comply with established rules and regulations. House (2012) argues that a directive leadership style is appropriate for inexperienced or new recruits in the organization and in situations that require immediate action. The directive leadership style is also considered controlling, aggressive, structured, and descriptive, dictating to subordinates their responsibilities and work behavior. Alanazi et al. (2013) study that directive leadership style is positively associated with the expectations and satisfaction of subordinates mobilized to perform unstructured and ambiguous tasks; however, it is negatively associated with the expectations and satisfaction of experienced subordinates and those who perform well-defined, specific and well-structured tasks. Supportive Leadership: Has a friendly, approachable attitude and shows concern for the needs and welfare of subordinates. Leaders who follow supportive leadership are friendly, approachable, and show concern for the status, needs, and welfare of their subordinates. Such leaders have a caring attitude and look out for personal or work-related problems faced by workers, and initiate steps to make work satisfying and interesting than. Lunenburg (2011) explains that a supportive leader behaves responsibly, creates a friendly atmosphere, and recognizes subordinates' achievements according to a reward system. (Vandegrift & Matusitz ,2011) argue that supportive leaders also show high respect for subordinates, follow a haphazard policy of treating people equally, and are always concerned about their welfare. Such leaders also learn by observing the results of others and how they react to their decisions. (Polston-Murdoch (2013) suggests that a supportive style is appropriate when subordinates demonstrate low confidence in their ability to perform and complete tasks and therefore require high motivation. Participative leadership: Consult with subordinates and evaluate their opinions and suggestions before the manager makes a decision. Participative leaders are those who consult and involve subordinates in decision making, support their suggestions, and consider the interests of employees before reaching a final decision. (Huang et al. 2010). A participative leader is someone who shares responsibility with group members. They also motivate subordinates to become self-directed and build a creative team, maintaining group cohesion and a sense of ownership among participants. Lam et al. (2015) suggested that a participative leadership style is appropriate when subordinates demonstrate poor judgment and/or when work processes are not well coordinated. As expectancy theory explains, there are four ways that participative leadership impacts followers' attitudes and behaviors (Arnold & Loughlin, 2013). First, a participatory environment enhances the transparency of organizational contingencies. Subordinate participation in decision making allows them to learn what leads to what. Alanazi et al. (2013) explain that from a path-goal perspective, subordinate participation can lead to greater clarity about pathways to achievable goals. Second, subordinates' participation allows them to choose goals that they value (Alanazi et al. 2013). If a member participates in decisions related to different goals, it is likely that he or she will choose and pursue the goals he or she desires. Therefore, participation has the potential to increase communication between the organization and subordinates' goals (Jiang, 2014). Third, the participation of subordinates will also help them increase the amount of control that the individual can maintain at work. If the subordinate's level of motivation is higher (based on the previous two points), then they will have greater independence and ability to perform the job with greater effort and diligence. Finally, in a participatory system, pressure to improve performance must come from sources other than the leader. More clearly, individuals' participation in decisions makes them ego-involved; and the decisions made are partly their own (Alanazi et al. 2013). Achievement-oriented leadership: Sets challenging goals for subordinates, seeks to improve their performance, and demonstrates confidence in the subordinate's ability to do the job well. Such leaders tend to set challenging goals for subordinates, expect them to perform at their best, seek continuous improvement in performance levels, and demonstrate a high level of trust. that team members will shoulder responsibility (House & Mitchell, 2007) . Performance-oriented leaders continually focus on operational excellence and at the same time demonstrate greater confidence that subordinates will be able to meet high standards of operational excellence. Van Wart (2013) explains that achievement-oriented leadership style is applied in situations when tasks are unclear and employees need to be motivated enough to confidently perform these tasks. Path goal theory hypothesizes that achievement-oriented leadership helps workers strive to achieve better performance standards by confidently handling difficult situations and achieving goals. difficulty with digestion (Malik et al. 2014). A partial test of this hypothesis was conducted by conducting a study of white-collar employees in the service sector. For employees performing nonrepetitive, ambiguous tasks, Phillips & Phillips (2016) identified a significant positive correlation between a leader's level of achievement orientation and subordinates' predictions that Their efforts will lead to superior performance. Simply put, for team members performing repetitive tasks, quite clearly, no significant relationship was found between this leadership and what subordinates/followers expected. expect that their efforts can bring outstanding results. Different types of behavior can be performed by the same person at different times in different situations. Two main situational factors: Effective leadership behavior is based on both the manager's willingness to help subordinates and the subordinate's need for help and the subordinate's need for help. Leadership behavior will be motivating to the extent that it provides necessary direction, guidance and support, helps clarify the relationship between path and goal and removes any obstacles that stand in the way of its achievement of goals tải về 0.98 Mb. Chia sẻ với bạn bè của bạn:
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