Exhibit 3.1 Comparing the Universalistic and Contingency Approaches to Leadership
Exhibit 3.2 Meta-Categories of Leader Behavior and Four Leader Styles
Source: Based on Gary Yukl, Angela Gordon, and Tom Taber, “A Hierarchical Taxonomy of Leadership
Behavior: Integrating a Half Century of Behavior Research,” Journal of Leadership and Organizational Studies
9, no. 1 (2002), pp. 15–32.
Exhibit 3.3 Fiedler’s Classification: How Leader Style Fits the Situation
Source: Based on Fred E. Fiedler, “The Effects of Leadership Training and Experience: A Contingency Model
Interpretation,” Administrative Science Quarterly 17 (1972), p. 455.
Exhibit 3.4 Hersey and Blanchard’s Situational Theory of Leadership
Source: Paul Hersey, Kenneth Blanchard, and Dewey Johnson, Management of Organizational Behavior:
Utilizing Human Resources, 7th ed. (Upper Saddle River, NJ: Prentice Hall, 1996), p. 200. Used with
permission.
Exhibit 3.5 Leader Roles in the Path–Goal Model
Source: Based on and reprinted from Bernard M. Bass, “Leadership: Good, Better, Best,” Organizational
Dynamics 13 (Winter 1985), pp. 26–40. Copyright 1985, with permission from Elsevier.
Exhibit 3.6 Path–Goal Situations and Preferred Leader Behaviors
Exhibit 3.7 Five Leader Decision Styles
Source: Victor H. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics 28, no. 4
(Spring 2000), pp. 82–94. This is Vroom’s adaptation of Tannenbaum and Schmidt’s Taxonomy.
Exhibit 3.8 Timesaving-Based Model for Determining an Appropriate Decision-Making Style—Group
Problems
Source: Victor H. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics 28, no. 4
(Spring 2000), pp. 82–94.
Exhibit 3.9 Employee Development–Based Model for Determining an Appropriate Decision-Making Style—
Group Problems
Source: Victor H. Vroom, “Leadership and the Decision-Making Process,” Organizational Dynamics 28, no. 4
(Spring 2000), pp. 82–94.
Exhibit 3.10 Substitutes and Neutralizers for Leadership
Variable
Task- Oriented
Leadership
People-Oriented
Leadership
Organizational
Group cohesiveness
Substitutes for
Substitutes for
variables
Formalization
Substitutes for
No effect on
Inflexibility
Neutralizes
No effect on
Low position power
Neutralizes
Neutralizes
Highly structured task
Substitutes for
No effect on
Task
Daft
Ch 03-1
Automatic feedback
Substitutes for
No effect on
Intrinsic satisfaction
No effect on
Substitutes for
Follower
Professionalism
Substitutes for
Substitutes for
characteristics
Training/experience
Substitutes for
No effect on
Low value of rewards
Neutralizes
Neutralizes
characteristics
Ch 03-2
Daft