MGT 390 Ch. 5
Terms in this set (...)
What does the Situational Approach focus on?
Leadership in situations.
How is effectiveness achieved?
By adapting the right style to the demands of the situation.
Fiedler's Contingency Theory of Leadership Model (1967)
Proposed that effective group performance depends upon the proper match between the leader's style and situational demands (principally the degree to which the situation gives control to the leader).
Defining the situation
After assessing leadership style, it is necessary to match the leader with the situation.
Three Contingency Dimensions
Leader-member relations, task structure, position power.
The degree of confidence, trust, and respect members have in their leader.
The degree to which the job assignments are structured or unstructured.
The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.
2nd step in Fiedler's Contingency Theory
- Leader-member relations are either good or poor
- Task structure is either high or low
- Position power is either strong or weak
Fiedler states the better the leader-member relations, the more __________ the job, and the stronger the _______, the more __________ the leader has
Highly structured, position power, control.
Task-oriented leaders perform best when?
In situations of high and low control.
Relationship-oriented leaders perform best when?
In situations with moderate control.
Hersey & Blanchard's Situational Leadership Model (SLII)
Follows the Behavioral Approach (as does Fielder): Leadership styles are composed of both a Directive and Supportive (behavioral) dimension.
What is the situational variable in the SLII?
The development level of followers.
How are development levels represented in the SLII?
By follower commitment and competence.
Goal achievement (telling what should be done). High directive and low supportive behavior.
Goal achievement and meeting socio-emotional needs. High directive and high supportive behavior.
Listening, praising, asking for input, and giving feedback. High supportive and low directive behavior.
Facilitating confidence (less goal input and social support offered). Low supportive and low directive behavior.
D1: Low in Competence and High in Commitment
D2: Some Competence, but Low in Commitment
D3: Moderate to High Competence, but Variable Commitment
D4: High in Competence and High in Commitment
What development levels are used with which leadership styles?
D4 & D3 with Supportive and Delegating, D2 & D1 with Coaching and Directing.
Situational Leadership Strengths (Maybe People Prefer Eating Fries?)
- Marketplace highly receptive
- Practicality (easy to understand, intuitively sensible, easily applied)
- Prescriptive vs. descriptive focus
- Emphasizes leader flexibility
- Follower focus (treat each differently based on goal at hand)
Situational Leadership Criticisms (Let Crazy Exes Fail)
- Limited research supporting assumptions of model
- Conceptualization of development levels somewhat ambiguous
- Effectiveness prescriptions not highly supported in research
- Failure to account for related demographic variables
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