leadership-part2

The Contingency Model for Leadership
The contingency model links the situation with the concept of task and relationship in the leader-subordinate role

The Contingency Model for Leadership
There are three elements of the leader-follower contingency model developed by Fred Fiedler:
Ø Position power – the degree to which a leader’s position ensure compliance.
Ø Task structure – the degree of clarity for goal accomplishment.
Ø Leader-member relations – the nature of relationship between the leader and the members

Situational Leadership by Hersey and Blanchard
Directive/Telling Style (S1)
Coaching/Selling Style (S2)
Participating/Supporting (S3)
Delegating (S4)

Situational Leadership

This style varies in three ways:
Ø The amount of direction – directive behavior
Ø The amount of support – supportive behavior
Ø The amount of involvement in decision making by the follower

Contemporary Approaches to Leadership

Attribution theory
Charismatic and visionary leadership
Transactional leadership
Transformational leadership
Connective Leadership
Primal Leadership

Attribution theory
Charismatic and visionary leadership
Transactional leadership
Transformational leadership
Connective Leadership
Primal Leadership

Attribution Theory

Managers attribute the major cause of poor performance to something internal to the follower (lack of ability or effort) or to external problems beyond the follower’s control (resources, lack of information, training).

There are two stages: (1) manager tries to determine the cause of performance as noted above, and (2) manager tries to select an appropriate response to fix the problem.

Charismatic Leadership

Transformational and charismatic leadership
Charismatic traits and behaviors
Ø Advocates a vision
Ø Not keeper of the status quo – perceived as change-agent

Ø Acts in several unconventional ways – counter to norms
Ø Willingly makes self-sacrifices, takes personal risks, to support their vision
Ø Strong self-confidence

Characteristics of Transactional Leaders

Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments.
Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action.
Management by Exception (passive): Intervenes only if standards are not met.

Transformational Leadership Goes Beyond Transactional Leadership

Transactional Leadership
• Motivating for performance at expected levels
• Stressing the link between reward and goal achievement.
• Uses agreed upon performance to motivate



Transformational Leadership
• Motivating for performance beyond expectations
• Inspiring for missions beyond self interest.
• Instilling confidence to achieve performance


Performance beyond expectations


Primal Leadership Theory – The EI leadership theory (Daniel Goleman)