1. CONTIGENCY THEORY. / SITUATIONAL APPROCH.
Here effective management style depends on situation. You cannot utilize one
management style for all instances. In punishing a defaulter, one should use coercion, in
determining the wages to pay, one should use participative approach. Where group works
well, there is less supervision. Where groups don’t work well, task style is recommended.
a) HERSEY AND BLANCHARD LEADERSHIP
They looked at leadership style according to maturity levels of subordinates. They said
that people always move away from immaturity to maturity levels.
1. Immaturity stage. When workers have just joined the organization then managers
will have to use a directive kind of leadership approach. This is at the initial stage.
2. Semi – maturity stage – When workers gain some experience, skills and
knowledge and are willing to take responsibility, managers initiate some kind of
delegation.
3. Maturity stage, subordinates are skilled and are loyal to management objectives.
In this case management leaves workers to carryout tasks on their own.
Participative leadership approach is therefore used.
b) FIEDLERS’S MODEL
According to him, he argued that it is difficult to change a leadership style. He said that
you choose a situation, which is conducive to the style. He identified three situations,
which affect leadership style
 Leader – member relation
 Task structure
 Position power
Leader – member relation
He argued that in cases where subordinates respect the leader as regards skills,
knowledge and personality, the leader may head informally because of the influence he
has or exerts.
Task structure
In situations where tasks are well structured and they have comprehensive procedures and
regulations leadership will be task oriented. Leaders have a lot of power in this kind of
situation. However where there are no or very few guidelines, the leadership position is
challenged and will depend on persuasion or participation.
Position power
In an organization there is either a high power leadership position or low power
leadership position. In case of low position power, leadership takes persuasive and
participative approach. In high positions, leadership takes coercion or authoritative
approach.
c) CONTEMPORARY ISSUES IN LEADERSHIP
This is a situation where leadership roles in an organization are minimized. In these
situations leadership is substituted. Managers in such organizations are encouraged to
form groups or teams to execute the work.
Leader-substitute model
It argues that in certain positions, the leader does not need to play leadership roles and
thus sometimes, leaders play leadership roles where they are not necessary. Leadership is
not necessary in three situations
Characteristics of subordinates Where subordinates are highly skillful and committed
(motivated) the leadership position can be substituted by these factors.
Job satisfaction - In a work situation where employees are contented with their work and
enjoy it, leadership can be substituted.
In case of self-managed work teams and where there’s efficiency and effectiveness,
leadership can be substituted e.g. in highly professional work teams like consultancy,
research etc.
LEADERSHIP AND POWER
A formal leader cannot function without authority and power to make decisions and take
action. Some of the functions of the formal leaders require power and authority to
perform.
Leaders have sources of power. An effective leader is that one who can
effectively use his sources of power.
Sources of power
1) Reward power. Any leader has power to promote, give remunerations, bonuses
salaries etc
2) Coercive power.
This is the power to furnish punishments e.g. leadership uses coercion to apply or
exert influence.
3) Legitimate power Power is based on one’s position in the organization. Powers is
prescribed by the organization e.g. Accountants, managers etc.
4) Expert power. Power based on one’s expertise or knowledge
5) Referent power .Power based on admiration of ones’ personality skills and
knowledge the greater the sources of power, the more effective the leader will be. etc
FACTORS AFFECTING / INFLUENCING LEADERSHIP STYLE / EFFECTIVE
1. Leader’s personality, i.e. aggressive, friendly, assertive, sensitive etc. all these
are influenced by the environment in which one lives. If for example one is
aggressive, he will use coercion approach, where as one who is sensitive will use
participative approach.
2. Past experience - This involves looking back to the past. How did we lead in the
past? We utilize the leadership style where we were successful for instance in case
you succeeded in utilizing task oriented leadership, then you continue using the
same style in order to succeed.
3. Expectations and Behaviors of superiors Employees always copy their
superiors’ behaviours.
If for example the superior is aggressive, then the
subordinate is also most likely to be aggressive.
4. Subordinates characteristics, expectations and behaviors. If subordinates are
highly skilled, knowledgeable and committed, they prefer participative approach.
However if they are incapable, unskilled, and not knowledgeable, they prefer
authoritative/ exploitative style of leadership.
5. Task requirement. (Nature of ones’ task)
This will affect leadership styles differently. Where jobs require preciseness in
structure, task oriented style is appropriate e.g. army. But where jobs are left to
employees or where much cooperation and teamwork are involved, employee
oriented style is appropriate.
6. Peer expectations and behaviors
Colleagues in an organization have an effect on behavior of the leader e.g. if one’s
peers are hostile and uncooperative, then he will use aggression in leadership style.
If however the peers are cooperative or friendly, then one participates with them as
regards achieving organization goals.
7. Organizational culture and policies. The culture of the organization shapes both
leaders’ behavior and expectations of subordinates’. What are the values and
practices of the organization?
In beauracratic organizations where there are rules and regulations, directive
leadership or task oriented are applied e.g. Banks, MTN.