Contingency+Theories+of+Leadership

This model proposed that effective group performance depended upon properly matching the leader's style and the amount of control and influence in the situation. The keys were to (1) define those leadership styles and the different types of situations, and then (2) identify the appropriate combinations of style and situation. To measure a leader's style, Fiedler developed the least-preferred coworker questionnaire. This questionnaire contained 18 pairs of contrasting adjectives- examples: pleasant-unpleasant, cold-warm, boring-interesting etc. In this questionnaire each worker ranks their coworkers on a scale of 1 to 8 in the 18 pairs of contrasting adjectives. If the person has a high LPC score they are described as //relationship oriented//. On the other hand if the person receives a low LPC score they are described as //task oriented//.
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 * The Fiedler Model**

After the individual's leadership style has been assessed through the LPC, it was time to evaluate the situation in order to be able to match the leader with the situation. Fiedler researched three contingency dimensions that defined key situational factors in leader effectiveness. -Leader- member relations - degree of confidence employees had for their leader (good or poor) -Task structure - degree to which job assignment were formalized and structured (high or low) -Position power - degree of influence a leader had over activities (strong or weak) Each leadership situation was evaluated in terms of these three variables, which when combined produced eight possible situations that were either favorable of unfavorable for the leader. Then Fiedler studied 1,200 groups were he compared the two leadership styles in each of the eight situational categories. He concluded that task-oriented leaders were better in favorable situations and very unfavorable situations. The relationship-oriented leaders performed better in moderately favorable situations.


 * Hersey & Blanchard's Situational Leadership Theory**

The main job of a leader in a Path-Goal Model is to help workers attain their own individual goals. The leader is suppose to help the workers (1) Identify the completion and helpfullnes of the jobs they are working. (2) Reward Workers for doing well on projects. This is a very important aspect of Path-Goal because if workers are given bigger awards for doing their job they feel acomplishment and can attain their goals easier. The last step of the model (3) is too help reiteraite what each individuals goals are. If they are reminded of their goals they can stay on their seperate paths and be more effective workers.
 * Path-Goal Model**

To be an effective path-goal leader you can use these four different behavioral techniques -Directive -Supportive -participative -Achievement-oriented behavior

**Leader-Substitute Model** The leader-Substitute model is the idea that their are certain situations when a stereotypical leader is not needed. There are three times when leaders are not necessarily needed. (1) the worker has superior skills and motivation for the job and does not need someone to lead them through steps to complete a task. (2) The job that they are trying to do does not require any leadership. If your job is to make copies all day you would not need a leader motivating you to do your job. (3) This last one is being seen more and more and this is self-managed work teams. These teams are just work groups designed to all have a equal voice in decisions therefore leadership is not needed.