Theories of Leadership

Situational Approaches to Leadership

Situational Models of Leader Behavior

 Assume that:
 Appropriate leader behavior
varies from one situation to
another.
 Key situational factors that
are interacting to determine
appropriate leader behavior
can be identified.
Situational Approaches to Leadership

Situational Variables:
 Personality of leader
 Task to be accomplished
 Expectations, needs, and attitudes of followers
 Environment where leadership takes place
Situational Approaches to Leadership

The four major situational approaches to

leadership are:
 The LPC theory,
 The path-goal theory,
 Vroom’s decision tree approach,
 Leader-member exchange theory.
 Least-Preferred Coworker Theory
(Fiedler)

 Fiedler argued that a leader’s personality made him or her either

task-oriented or relationship-oriented.
 The appropriate style of leadership varies with situational
favorableness (from the leader’s viewpoint).
 The leader thinks of the worker he or she is least able to work
with while completing the scale.
 The total score for the scale presumably reflects the leader’s
personality type.
 Least-Preferred Coworker Theory
(Fiedler)
Least preferred coworker (LPC)
 The measuring scale asks leaders to describe the person
with whom they are least able to work well.
 High LPC scale scores indicate a relationship
orientation; low LPC scores indicate a task orientation on
the part of the leader.
 Least-Preferred Coworker Theory
(Fiedler)
Contingency variables determining situational
favorableness:
 Leader-member relations—the nature of the
relationship between the leader and the work group.
 Task structure—the degree to which the group’s task
is defined.
 Position Power—the power vested in the leader’s
position.
 Favorableness and Leader Style
When the situation is:
 Most favorable (good relations, high structure, and strong
power) or the least favorable (bad relations, low structure, and
weak power), the best leadership style is task-oriented.
 Relationship-oriented leaders are best somewhere in between.
 Flexibility of Leader Style

Fiedler argues that since the leader’s style is fixed,

the situation should be changed to match the leader
in order to make him or her most effective.
 The Least-Preferred Coworker
Theory of Leadership

Contingency Factors Situations

Leader-member relations Good Bad

Task structure High Low High Low

Position power Strong Weak Strong Weak Strong Weak Strong Weak

Favorableness Most favorable Moderately favorable Most unfavorable

of Situation

Appropriate Task-oriented Relationship-oriented Task-oriented

Leader Behavior

Figure 11.2
 Path-Goal Theory (Evans and House)
The primary functions of a leader are to make
valued or desired rewards available in the
workplace and to clarify for the subordinate
the kinds of behavior that will lead to goal
accomplishment or rewards.
 Path-Goal Theory (Evans and House)

Leader Behaviors:
 Directive leader behavior — letting subordinates
know what is expected of them, giving guidance and
direction, and scheduling work.
 Supportive leader behavior — being friendly and
approachable, having concern for subordinate welfare,
and treating subordinates as equals.
 Path-Goal Theory (Evans and House)

Leader Behaviors:
 Participative leader behavior — consulting
with subordinates, soliciting suggestions, and
allowing participation in decision making.
 Achievement-oriented leader behavior —
setting challenging goals, expecting subordinates to
perform at high levels, encouraging and showing
confidence in subordinates.
 The Path-Goal Theory
Situational Factors
Work Leadership Impact on Expected
Situation Style Followers Results
Follower Supportive Increases self- Increased effort. job
lacks self- confidence to satisfaction, and
confidence complete task performance; fewer
grievances

Lack of job Achievement- Encourages Improved performance

challenge oriented setting high but and greater job
attainable goals satisfaction

Improper Participative Clarifies follower Improved performance

procedures and need for making and greater satisfaction;
poor decisions suggestions and less turnover
involvement

Ambiguous job Directive Clarifies path to Improved performance

get rewards and job satisfaction
 Path Goal Theory to Leadership

The Path-Goal Framework

Subordinates’ Leader behaviors Environmental

personal • Directive characteristics
characteristics • Supportive • Task structure
• Perceived ability • Participative • Work group
• Locus of control • Achievement-
oriented

Subordinates’ motivation to perform