Leadership Continued

Reddin's 3-D model (a style-

contingency approach)
• Reddin’s 3-D Model

High
Relationships Related Integrated

Separated Dedicated
Low

Low High
Task
Contingency approach - Fiedler
(1967)
Defines
DefinesL-effectiveness
L-effectivenessas
asbehavior
behaviorthat
that
--->
--->high
hightask
taskperformance
performanceby
bygroup.
group.
Depends
Dependson on

••preferred
preferredstyle
styleof
ofleader
leader
••group
groupsituation
situation
••contextual
contextualvariables
variables
The
Themore
morecontrol
controlexercised
exercisedby byleader
leaderthe
the
more
morefavorable
favorablethethesituation
situationfor
forleader.
leader.
The
Thecontrol
controlclassifications
classificationsdetermined
determinedby by
1.
1.Quality
QualityofofL-member
L-memberrelations
relations
2.
2.Work
Workstructure
structure(high
(hightotolow)
low)
3.
3.Leader
Leaderposition
positionpower
power
Fielder development
prescription

Measure
Measurepreferred
preferredstyle
style
 least
leastpreferred
preferredco-worker
co-workerLPC
LPC
instrument
instrument
 88scales
scalese.g.
e.g.cooperative-
cooperative-
uncooperative,
uncooperative,friendly-unfriendly,
friendly-unfriendly,
supportive-hostile
supportive-hostile
 High
HighLPC
LPC--relationships
relationshipsoriented
oriented
 Low
LowLPC
LPC --task
taskoriented
oriented
--
 Fiedler: leader-members, task structures, position power

Leader- Task structure Position More effective Favourableness

member power leadership style
Relations
1 Good Structured Strong Task centred Good

2 Good Structured Weak Task centred Good

3 Good Unstructured Weak Task centred Good

4 Good Unstructured Weak Relationship-oriented Moderate

5 Poor Structured Strong Relationship-oriented Moderate

6 Poor Structured Weak Relationship-oriented Moderate

7 Poor Unstructured Strong Relationship-oriented Weak

8 Poor Unstructured Weak Task centred Weak

 Cont..
If Fielder is right
• don’t try to change people arrange task &
power to fit situation
– select leaders & identify preferred styles.
Diagnose situation and change it for - best fit
leader-match concept
 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
 Ex. 3.4 Hersey and Blanchard’s
Situational Theory of Leadership

Follower Characteristics Appropriate Leader Style

Low readiness level Telling (high task-low relationship)

Moderate readiness level Selling (high task-high relationship)

High readiness level Participating (low task-high rel.)

Very high readiness level Delegating (low task-low relationship)

Can be tailored to individual followers

 Hersey-Blanchard Situational Leadership Model

Leader’s concern with task

Low High

High
Leader’s
concern
with
relationship
Low

Mature Willing/Able Unwilling/able Willing/unable Unwilling/unable Immature

Employees Employees
4 3 2 1
 Hersey-Blanchard Situational
Leadership® Model
Follower Readiness
High Moderate Low
R4 R3 R2 R1
Able and Able but Unable but Unable and
willing or unwilling or willing or unwilling or
confident insecure confident insecure

Follower Leader
Directed Directed
 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
 Situational Contingencies
1. Personal Characteristics of group
members
 Ability, skills, needs, and motivations
1. The work environment
 Degree of task structure, formal authority
system, work group itself (e.g. quality of
relationships and educational level of
members)
 Ex. 3.5 Leader Roles in the Path-Goal Model
Path Clarification Increase Rewards

Leader defines what follower Leader learns follower’s

must do to attain work needs
outcomes

Leader clarifies follower’s Leader matches follower’s

work role needs to rewards if work
outcomes are accomplished

Follower has increased Leader increases value of

knowledge & confidence to work outcomes for follower
accomplish outcomes

Follower displays increased effort and

motivation

Organizational work outcomes are

accomplished
 Ex. 3.6 Path-Goal Situations and Preferred Leader
Behaviors

Situation Leader Behavior Impact on Follower Outcome

Followers lack Supportive Increases confidence

self-confidence Leadership to achieve work
outcomes

Directive Increased
Ambiguous job Clarifies path to effort;
Leadership improved
reward
satisfaction
and
performance

Lack of job Achievement- Set and strive for

challenge Oriented high goals
Leadership

Incorrect Participative Clarifies followers’

reward Leadership needs to change
rewards
Adair: Action-centred leadership
functional emphasis
based on task situation
and socio-emotional
needs
Task Aware of group
functions processes, people in
group, nuances of
behaviour, interpersonal
skills

Group Individual
maintenance needs
 Charismatic Leadership

Key Characteristics of Charismatic leaders

1. Self Confidence- They have complete confidence in their judgment and ability.

2. A vision- This is an idealized goal that proposes a future better than the status quo. The greater the disparity between
idealized goal and the status quo, the more likely that followers will attribute extraordinary vision to the leader.

3. Ability to articulate the vision- They are able to clarify and state the vision in terms that are understandable to others.
This articulation demonstrates an understanding of the followers’ needs and, hence acts as a motivating force.

4. Strong convictions about vision- Charismatic leaders are perceived as being strongly committed, and willing to take
on high personal risk, incur high costs, and engage in self-sacrifice to achieve their vision.

5. Behavior that is out of the ordinary- Those with charisma engage in behavior that is perceived as being novel,
unconventional, and counter to norms. When successful , these behaviors evoke surprise and admiration in followers.

6. Perceived as being a change agent- Charismatic leaders are perceived as agents of radical change rather than as
caretakers of the status quo.

7. Environmental sensitivity- These leaders are able to make realistic assessments of the environmental constraints
and resources needed to bring about change.
 Transactional Leadership
Based on the concept of exchange
between leader and group members
Leader provides resources and rewards in
exchange for motivation, productivity,
effective goal, or task accomplishments
 2 Forms of
Transactional Leadership
Contingent Reward
Positively reinforce appropriate behaviors
Negatively reinforce inappropriate behaviors
Highly ineffective and/or satisfying to all
 Management by Exception (MBE)
Active MBE:
MBE monitor groups and correct
mistakes
Laissez-Faire MBE:
MBE leave group alone and
only interact when there are challenges
 The Downside of Transactional
Leadership
Low expectations
Minimal accomplishments
Low levels of satisfaction
Focus is on short-term, immediate
outcomes only
 Transformational Leadership
“The ability to get people to want to change
and to lead change.”
 3 Elements of Transformational
Leadership
1) Inspiration and Charisma
2) Intellectual Stimulation
3) Individual Consideration
 Inspiration and Charisma
Create an emotional bond between leader
and group

How can you do this?

 Intellectual Stimulation
Challenge the group to identify and solve
challenges (out of the box)
 Individual Consideration
Develop appropriate personal
relationships with members
Treat members differently but equitably
 Summary
• Transactional = Give something to get
something
• Transformational = Go beyond self
interests for the good of the whole