Fiedler's Leadership Model

Fiedler's Contingency Theory

• Assumes that leadership style is fixed and based on orientation revealed in LPC questionnaire
• Considers three situational factors: leader-member relations, task structure, and position power
• Effective leadership requires changing the leader to fit the situation or changing the situational variables to fit the current leader
• Graphic representation of the model is used to determine which type of leader to use in a given situation

Assessment of Fiedler's Model

• Considerable evidence supports the model, especially when grouping original eight situations into three
• Problems: LPC scale logic is not well understood, LPC scores are not stable, and contingency variables are complex and hard to determine

Situational Leadership Theory

• Focuses on follower "readiness" which is the extent to which people have the ability and willingness to accomplish a specific task
• Effectiveness depends on followers' response to the leader's actions
• Four leadership behaviors: directing, supporting, participating, and delegating
• Leaders must adapt their behavior to match the follower's level of readiness

House's Path-Goal Theory

• Builds from Ohio State studies and expectancy theory of motivation
• Leaders provide followers with information, support, and resources to help them achieve their goals
• Leaders help clarify the "path" to the worker's goals
• Four types of leaders: directive, supportive, participative, and achievement-oriented

Vroom and Yetton's Leader-Participation Model

• How a leader makes decisions is as important as what is decided
• Situational variables interact with leadership attributes to impact the behavior of the leader
• A decision tree is used to determine the level of participation required in a specific situation

Leadership Definitions and Theories

• Leadership defined as the ability to influence others to achieve group goals
• Contrast between leadership and management
• Trait theories, behavioral theories, contingency theories, charismatic leadership, transformational leadership, and authentic leadership are discussed

Leader-Member Exchange (LMX) Theory

• In-group members are similar to the leader and receive more time and attention, greater responsibility, and rewards
• Out-group members are managed by formal rules and policies, receive less attention, and are more likely to retaliate against the organization

Charismatic and Transformational Leadership

• Charismatic leadership involves inspiring followers to transcend their self-interests for the good of the organization
• Transformational leaders inspire followers to achieve a higher level of motivation and commitment
• Charisma means "gift" in Greek, and charismatic leaders have a strong vision and are able to communicate it effectively