Chapter 8
Contingency Theories of Effective
Leadership
LPC Contingency Model
CAUSALVARIABLE
END-RESULT VARIABLE
Leader's LPC Score
Group Performance
SITUATIONAL MODERATOR VARIABLES
Leader-member relations
Leader position power
Task structure
FIGURE 8-1: Causal relationships in the LPC Contingency
Model
The Path-Goal Theory of
Leadership
CAUSAL VARIABLES
Leader behavior
INTERVENING VARIABLES
Subordinate expectancies
and valences
END-RESULT VARIABLES
Subordinate effort
and satisfaction
SITUATIONAL MODERATOR VARIABLES
Characteristics of task and environment
Characteristics of subordinates
FIGURE 8-2: Causal relationships in Path-Goal Theory of Leadership
Leadership Substitutes Theory
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Subordinate
Characteristics
Task Characteristics
Organization
Characteristics
The Multiple Linkage Model
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Task commitment
Ability and role clarity
Organization of the work
Cooperation and mutual trust
Resources and support
External coordination
Cognitive Resources Theory
SOCIAL STRESS FOR LEADER
LEADER INTELLIGENCE
LEADER EXPERIENCE
DECISION
QUALITY
FIGURE 8-6: Primary Causal Relationships in the Cognitive Resources Theory
General Evaluation of
Contingency Theories
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Leader Traits
Leader Behavior
Situational Variables
Intervening Variables
Validation Results
Applications: Guidelines for
Managers
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Use more planning for a long, complex task.
Consult more with people who have
relevant knowledge.
Provide more direction to people with
interdependent roles.
Provide more direction and briefings when
there is a crisis.
Applications: Guidelines for
Managers
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Monitor a critical task or unreliable person
more closely.
Provide more coaching to an inexperienced
subordinate.
Be more supportive to someone with a very
stressful task.
Summary
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The LPC contingency model deals with the
moderating influence of three situational
variables on the relationship between a
leader trait (LPC) and subordinate
performance.
The path-goal theory examines how aspects
of leader behavior influence subordinate
satisfaction and motivation.
Summary
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Leadership substitutes theory identifies
aspects of the situation that make leadership
behavior redundant or irrelevant.
The multiple-linkage model describes how a
leader can influence intervening variables to
improve group effectiveness.
Summary
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Cognitive resources theory examines the
conditions under which cognitive resources
such as intelligence and experience are
related to group performance.
Charismatic Leadership
“May the force be with you”
Chapter Goals

The goal of this chapter is to define
charismatic leadership, review the
research findings on charismatic
leadership, and review two of the
more-popular transformational
leadership theories.
Max Weber

The most important early research on
charismatic leadership was completed by
Max Weber, who maintained that societies
could be identified in terms of one of three
types of authority systems: traditional,
legal-rational, and charismatic.
Traditional Authority System

The traditions and unwritten laws of
the society dictate who has authority
and how this authority can be used.
Legal-Rational Authority System

Authority derives from society’s belief
in the laws that govern it.
Charismatic Authority System

Authority stems from the society’s
belief in the exemplary characteristics
of the leader.
Theory of Transformational and
Transactional Leadership

James McGregor Burns’s Theory of
Transformational and Transactional
Leadership

focused on the differences between power
versus leadership and charismatic versus noncharismatic leadership
Theory of Transformational and
Transactional Leadership
Cont.


believed that leadership could take one of
two forms: transactional leadership or
transformational leadership
maintained that power and leadership were
two distinct entities
Transformational Leadership
Transformational leaders use idealized
influence, individualized consideration,
inspirational motivation, and intellectual
stimulation, while transactional leaders
use contingent reward, and active and
passive management by exception.
Common Characteristics of Charismatic and
Transformational Leadership

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Vision
Rhetorical skills
Image and trust building
Personalized leadership
Follower Characteristics

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Identification with the Leader and the
Vision
Heightened Emotional Levels
Willing Subordination to the Leader
Feelings of Empowerment
Situational Characteristics

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Crises
Task Interdependence
Innovation
More Receptive to Change
Organizational Downsizing
Bass’s Theory of Transformational and
Transactional Leadership


Transformational leaders possess charismatic-leader
characteristics (vision, rhetorical skills, etc.).
Transactional leaders do not possess these leader
characteristics, nor are they able to develop strong
emotional bonds with followers or inspire followers
to do more than they thought they could. Instead,
transactional leaders motivate followers by setting
goals and promising rewards for desired
performance.
Perspectives on Charisma

The Sociological Approach

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1. Extraordinary, almost magical talents
2. Crisis situation
3. Radical vision
4. Followers
5. Validation of leader through repeated
success
Guidelines for Transformational
Leadership
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Articulate a clear and appealing vision.
Explain how the vision can be attained.
Act confident and optimistic.
Express confidence in followers.
Use dramatic, symbolic actions to emphasize key
values.
Lead by example.
Empower people to achieve the vision.
Perspectives on Charisma

The Psychoanalytic Approach


Intense attraction
Regression
Transference
 Projection

What does this say for the followers and for positive
leaders?
Perspectives on Charisma


The Political Approach
Types of charismatic leaders:

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Charismatic giants
Charismatic luminaries
Charismatic failures
Charismatic aspirants
Perspectives on Charisma

Charismatic leaders increase their power:

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Cultural myths
Public address
Concentric circles
Perspectives on Charisma

The Behavioral Approach

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Leader behaviors
Leader-follower relations
The situation
Perspectives on Charisma

The Attribution Approach

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1. Possess a vision that is unique, but
attainable
2. Act in an unconventional, counternormative way
3. Personal commitment & risk
4. Confidence & expertise
5. Personal Power
Perspectives on Charisma

The Communication Approach

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Relationship builders
Visionaries
Influence agents
Perspectives on Charisma


The Dark Side
Differences in:

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Power
Vision
Relationship to followers
Communication
Ethics & Morals
The Dark Side at Work

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Failures of vision
Misarticulation of goals
Poor management
Who are the charismatic leaders we can
agree on?