LeadershipTheories

AndreaReger

Theories

TraitApproach
SkillsApproach
StyleApproach
SituationalApproach
ContingencyTheory
PathGoalTheory

LeaderMember
Exchange
Transformational
Transactional
TeamLeadership

ContingencyTheory
Thisisaleadermatchtheorybecauseittriesto
matchleaderstoappropriatesituations
Aleaderseffectivenessdependsonhowwell
theleadersstylefitsthecontext
Thetheorywasdevelopedbystudyingthe
stylesofleadersinsituationsandwhetherthey
wereeffective(primarilyinmilitary
organizations)
Concernedwithstylesandsituations

ContingencyTheory
Leadershipstylesareeithertaskmotivated
orrelationshipmotivated
Situationshavethreefactors:leader
memberrelations,taskstructureand
positionpower

LPCScale
Usedtomeasureapersonsleadershipstyle
Forexample,itmeasuresyourstylebyhaving
youdescribeacoworkerwithwhomyouhad
difficultycompletingajob.(notnecessarily
someoneyoudislike,butsomeonewithwhom
youleastliketoworkwith)
Afteryouchoosethisperson,theLPC
instrumentasksyoutodescribeyour
coworkeron18setsofadjectives

LeastPreferredCoworker(LPC)
Scale
Pleasant
Friendly
Rejecting
Tense
Cold
Supportive
Boring
Quarrelsome
Gloomy
Open
Backbiting
Untrustworthy
Considerate
Nasty
Agreeable
Insincere
Kind

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Unpleasant
Unfriendly
Accepting
Relaxed
Warm
Hostile
Interesting
Harmonious
Cheerful
Closed
Loyal
Trustworthy
Inconsiderate
Nice
Disagreeable
Sincere
Unkind

Scoring
Yourfinalscoreisthetotalofthenumbersyou
circledonthe18scales
57orless=LowLPC(taskmotivated)
5863=MiddleLPC(socioindependentleaders,
selfdirectedandnotoverlyconcernedwiththe
taskorwithhowothersviewthem)
64orabove=HighLPC(motivatedby
relationships)

ContingencyTheory
Howitworks
BymeasuringaleadersLPCscoreandthree
situationalvariables,onecanpredict
whethertheleaderisgoingtobesuccessful
inaparticularsetting.
Itisimportanttonotethatcontingencytheory
stressesthatleadersareNOTsuccessfulin
allsituations.

ContingencyTheory
Pros
Empiricalresearchsupportsthistheory
Includestheimpactofsituationsonleaders
Thistheoryispredictiveandthereforeprovidesuseful
informationaboutthetypeofleadershipthatismost
likelytobesuccessfulinaspecificcontext
Doesnotrequirepeopletobesuccessfulinall
situations(perfectionisnotrequired)
Datafromthistheorycouldbeusefultoorganizations
indevelopingleadershipprofiles

ContingencyTheory
Cons
Failstofullyexplainwhypeoplewithcertain
leadershipstylesaremoreeffectiveinsituationsthan
others
QuestionsregardingtheLPCscalehavebeenmade
becauseitdoesnotcorrelatewellwithotherstandard
leadershipmeasures.
LPCinstructionsarenotclearleadersareunsurehow
tochoosealeastpreferredcoworker
Alsofailstoexplainwhattodowhenthereisa
mismatchbetweentheleaderandthesituationinthe
workplace

PathGoalTheory

PathGoalTheory
PathGoaltheoryisabouthowleadersmotivate
subordinatestoaccomplishdesignatedgoals
Thestatedgoalofleadershipistoenhance
employeeperformanceandemployeesatisfaction
byfocusingonemployeemotivation
Emphasizestherelationshipbetweentheleaders
styleandcharacteristicsofthesubordinatesand
theworksetting
Theleadermustuseastylethatbestmeetsthe
subordinatesmotivationalneeds

PathGoalTheory

PathGoalTheory
LeadershipBehaviors
Directiveleadershipleadergivesinstructions,
expectations,timelines,andperformancestandards
SupportiveLeadershipleaderisfriendlyand
approachable,attendstothewellbeingofsubordinates,
andtreatseveryoneasequals
ParticipativeLeadershipleaderinvitessubordinatesto
giveideas,shareopinionsandintegratestheir
suggestionsintothedecisionmakingprocess
AchievementOrientedLeadershipleaderchallenges
subordinatestoperformatthehighestlevelpossible.
Leaderhashighstandardsofexcellenceandseeks
continuousimprovement.

PathGoalTheory
SubordinateCharacteristics
Needforaffiliationprefersupportive
leadership
Preferencesforstructurepreferdirective
leadership
Desiresofcontrolpreferparticipative
leadership
Selfperceivedleveloftaskabilityprefer
achievementorientatedleadership

PathGoalTheory
Pros
Helpsunderstandhowleaderbehavior
effectssubordinatessatisfactionandwork
performance
Dealsdirectlywithmotivationoneofthe
onlytheoriestoaddressthis
Providesaverypracticalmodelmakea
clearpathandfollowit

PathGoalTheory
Cons
Thisisaverycomplextheorythatincorporates
manyaspectsofleadership
Researchonlypartiallysupportsthetheory
Failstoexplainadequatelytherelationship
betweenleaderbehaviorandsubordinate
motivation
Treatsleadershipasaonewaystreet,placesa
majorityoftheresponsibilityontheleader

References
Northouse,P.G.(2007)LeadershipTheory
andPractice.SagePublications,Inc.
ThousandOaks,CA.