MBA 3rd sem.

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1. Fiedler’s Contingency Theory
2. Normative Decision Model /Leader Participation
Model
3. Situational Leadership Theory
4. Substitute Leadership
5. Path Goal Theory

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1.Leadership styles- Two major styles of leadership:
I. Task- oriented
II. Relationship oriented

2. Situational Variables –It have three factors:

I. Leader-member relations,
II. Task structure and
III.Position power

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Pleasant 8 7 6 5 4 3 2 1 Unpleasant
Friendly 8 7 6 5 4 3 2 1 Unfriendly
Rejecting 8 7 6 5 4 3 2 1 Accepting
Tense 8 7 6 5 4 3 2 1 Relaxed
Cold 8 7 6 5 4 3 2 1 Warm
Supportive 8 7 6 5 4 3 2 1 Hostile
Boring 8 7 6 5 4 3 2 1 Interesting
Quarrelsome 8 7 6 5 4 3 2 1 Harmonious
Gloomy 8 7 6 5 4 3 2 1 Cheerful
Open 8 7 6 5 4 3 2 1 Closed
Backbiting 8 7 6 5 4 3 2 1 Loyal
Untrustworthy 8 7 6 5 4 3 2 1 Trustworthy
Considerate 8 7 6 5 4 3 2 1 Inconsiderate
Nasty 8 7 6 5 4 3 2 1 Nice
Agreeable 8 7 6 5 4 3 2 1 Disagreeable
Insincere 8 7 6 5 4 3 2 1 Sincere
Kind 8 7 6 5 4 3 2 1 Unkind
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Leader Member
Good Poor
Relation

Task Structure High Low High Low

Structure Structure Structure Structure

Position Power Strong Weak Strong Weak Strong Weak Strong Weak
Power Power Power Power Power Power Power Power

Preferred
Leadership 1 2 3 4 5 6 7 8
Low LPCs High Low
High LPCs LPCs LPCs

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 Empirical research supports this theory
 Includes the impact of situations on leaders
 This theory is predictive and therefore provides useful
information about the type of leadership that is most likely to
be successful in a specific context
 Does not require people to be successful in all situations
(perfection is not required)
 Data from this theory could be useful to organizations in
developing leadership profiles

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 Fails to fully explain why people with certain leadership styles
are more effective in situations than others.

 Questions regarding the LPC scale have been made because it

does not correlate well with other standard leadership
measures.

 LPC instructions are not clear – leaders are unsure how to

choose a least preferred coworker.

 Also fails to explain what to do when there is a mismatch

between the leader and the situation in the workplace.

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According to Vroom & Yetton the five decision making styles
may be described as follows:
1) AI : The manager makes the decision or solve the problem
alone, using only the information available to him or her at the
time.
2) AII: The manager asks for information from subordinates but
make the decision alone.
3) CI: The manager share the problem with the relevant
subordinates individually, getting their ideas & suggestions,
without bringing them together as a group. Then the manager
makes the decision alone.

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4) CII: The manager and subordinates meet as a group to
discuss the problem, but the manager makes the decision.
The decision may or may not reflect the influence of
subordinates.
5) GII: The manager & subordinates meet as a group to discuss
the problem, and the group makes the decision. The manager
accepts & implements any solution which has the support of
the entire group.
Assumptions:
i) Decisions acceptance increases commitment & effectiveness
of action.
ii) Participation increases decision acceptance.
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MBA 3rd sem. 10
Hersey & Blanchard’s situational theory is based on
interaction among:
I. The amount of direction (task behavior) a leader gives.
II. The amount of socio-emotional support (relationship
emphasis) a leader provides.
III. The maturity level that followers exhibit on a specific task or
function.
 The level of maturity is defined by three criteria:
i. Degree of achievement motivation.
ii. Willingness to take responsibility.
iii. Level of education & or experience.
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H&B characterized leadership style in terms of the amount of task
behaviour& relationship behaviour that the leader provides to
their followers.
Telling style: This is a high task, low relationship style and is
effective when followers are at a very low level of maturity (M4).
Selling style: This is a high task, high relationship style and is
effective when followers are on the low side of maturity (M3).
Participating style: This is a low- task, high relationship style and
is effective when followers are on the high side of maturity(M2).
Delegating style: This is low- task, low relationship style and is
effective when followers are at a very high level of maturity.(M1)

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MATURITY LEVEL OF FOLLOWERS

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 According to substitute leadership model, many different
variables can produce

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LIMITATIONS:
 The theory has not been properly tested and refined through
scientific analysis.

 The theory is based on the assumption that the leader is able to

judge the actual maturity level of subordinates.This may not
always be possible.

 The theory also assumes that as the maturity level of

subordinates changes, the leader has adequate styles flexibility
to move from high task to relationship behaviour.
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 Path Goal theory is about how leaders motivate
subordinates to accomplish designated goals
 The stated goal of leadership is to enhance employee
performance and employee satisfaction by focusing
on employee motivation
 Emphasizes the relationship between the leader’s
style and characteristics of the subordinates and the
work setting
 The leader must use a style that best meets the
subordinates motivational needs

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Leadership Behaviors
• Directive leadership – leader gives instructions, expectations,
time lines, and performance standards
• Supportive Leadership- leader is friendly and approachable,
attends to the well being of subordinates, and treats
everyone as equals
• Participative Leadership- leader invites subordinates to give
ideas, share opinions and integrates their suggestions into the
decision making process
• Achievement-Oriented Leadership- leader challenges
subordinates to perform at the highest level possible. Leader
has high standards of excellence and seeks continuous
improvement.

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MBA 3rd sem. 19
Pros
 Helps understand how
leader behavior effects
subordinates satisfaction
and work performance
 Deals directly with
motivation – one of the only
theories to address this
 Provides a very practical
model – make a clear path
and follow it
MBA 3rd sem.
Cons
 This is a very complex
theory that incorporates
many aspects of leadership
 Fails to explain adequately
the relationship between
leader behavior and
subordinate motivation
 Treats leadership as a one
way street, places a majority
of the responsibility on the
leader
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 Any suggestions
or
queries!!!!!!!

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MBA 3rd sem.