Chapter 3
Slide 3-1
Contingency Theories of Leadership
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Chapter Goals
Slide 3-2
 The goal of this chapter is to review the
four better known contingency theories of
leadership, as well as show their
similarities.
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Normative Decision Model
Slide 3-3
 The Normative Decision Model, developed
by Vroom and Yetton, is solely directed at
determining how much input subordinates
should have in the decisions making
process.
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Decision-making processes
Slide 3-4
 To determine which situational and follower
factors affect the level of participation and
group performance, Vroom and Yetton
investigated the decision-making processes
leaders use in group settings. They discovered
a continuum of decision-as seen in the next
slide.
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Continuum of decision-making
processes
Slide 3-5
Leader
Followers
Decision
Outcomes:
process
Decision
B. Does leader have sufficient information? quality
Decision
acceptance
D. Acceptance important for
implementation?
E. If decision made is solely
by leader, will it be accepted
by subordinates?
F. Do subordinates share
organizational goals?
G. Is conflict over preferred
solution likely?
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Subordinate
development
A. Quality requirement?
C. Is problem structured?
Situation
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The Situational Leadership Theory,
developed by Hersey and Blanchard,
answers the following questions:
Slide 3-6
 Is there an optimum way for leaders to adjust
their behavior with different followers and
thereby increase their likelihood of success?
 If so, then what factors should the leader base
his behavior on?
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Situational Leadership Theory and
the Interactional Framework
Slide 3-7
Leader
Telling:
high task, low relationiship
Selling:
high task, high relationship
Participating: low task, low relationship
Delegating: low task, low relationship
Decision to use developmental
intervention
Outcomes:
Task
accomplishment
Increased follower
maturity
What is the followers
job maturity?
Followers
Psychological
maturity?
What is the task to be accomplished?
Situation
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The Contingency Model
Slide 3-8
 The Contingency Model, developed by
Fiedler, recognizes that leaders have
general behavioral tendencies and thereby
specifies situations where certain leaders
(or behavioral dispositions) may be more
effective than others.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Fiedler’s Contingency Theory and
the Interactional Framework
Slide 3-9
Leader
Motivation hierarchy
(as determined by LPC score)
Leadermember
relations
Outcomes:
Effective or
ineffective group
performance based
upon match or
mismatch between
leader and overall
favorability of the
leadership situation
Task structure
Position Power
Followers
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Situation
The McGraw-Hill Companies, Inc. © 1999
The Path-Goal Theory
Slide 3-10
 The Path-Goal Theory, the most
sophisticated of the four contingency
models, deals with expectancy,
performance-to-outcome probabilities, and
assigned valences or values to outcome.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
The Path-Goal Theory
Slide 3-11
Cont.
Expectancy - If I study for 12 hours, what is
the probability I will get an A on the exam?
Performance-to-outcome probabilities - If I get
an A on the final, what is the probability of
getting an A in the course?
Assigned valences or values to outcome - How
much do I value a higher GPA
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Path-Goal Theory and
Interactional Framework
Slide 3-12
Leader
Leader behavior:
Directive, Supportive,
Participative,
Achievement-oriented
Outcomes:
Acceptance of
leader
Follower
motivation
Follower
satisfaction
Followers
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Traits
Skills and abilities
expectations and
work perceptions
of own group
abilities
Situation
The McGraw-Hill Companies, Inc. © 1999