Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

Contingency theory satya raaj

•Download as PPT, PDF•
•
RP Bhatnagar
RP Bhatnagar

The document discusses several leadership theories and models, including Fiedler's contingency model of leadership effectiveness, the path-goal theory of leadership, and situational leadership. It also examines factors like a leader's style, the characteristics of subordinates and the work context, and how these influence the need for leadership. Effective leadership requires understanding how to adapt one's approach to different situations.

Related slideshows

Empowering Leadership (june 2016)
Empowering Leadership (june 2016)Empowering Leadership (june 2016)
Empowering Leadership (june 2016)
 
Competncy management
Competncy managementCompetncy management
Competncy management
 
Chapter 6 Appraisal and Rewards
Chapter 6 Appraisal and RewardsChapter 6 Appraisal and Rewards
Chapter 6 Appraisal and Rewards
 
1 of 13
PRESENTED BY:- SATYA RAJ ROLL NO- 08 MBA (11-13).
Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals. Effective leadership increases the firm’s ability to meet new challenges.  Leader: The person exerting the influence.  Personal Leadership Style: the ways leaders choose to influence others.  Some leaders delegate and support subordinates, others are very authoritarian.  Managers at all levels have their own leadership style.
 An open system is a system wherein a business firm interacts with its external environment such as the government.  A closed system is a system wherein a business firm doesn’t interacts with its external environment.  In the practical scenario, open systems are relavant.
 More effective problem solving.  More effective Leadership.  More effective communication.  More effective planning.  More effective design of projects,products & services.  More effective organizational results.
Fiedler’s Model: effective leadership is contingent on both the characteristics of the leader and the situation.  Leader style: the enduring, characteristic approach to leadership a manager uses.  Relationship-oriented: concerned with developing good relations with workers.  Task-oriented: concerned that workers perform so the job gets done.
 Situation characteristic: how favorable a given situation is for leading to occur.  Leader-member relations: determines how much workers like and trust their leader.  Task structure: extent to which workers tasks are clear- cut.  Clear issues make a situation favorable for leadership.  Position Power: amount of legitimate, reward, & coercive power a leader has due to their position.  When positional power is strong, leadership opportunity becomes more favorable.
Leader- Member Relations GOOD POOR Task HIGH LO W HIGH LOW Structure Position S W S W S W S W Power Kinds of 1 I II III IV V VI VII VIII Leadership Very Very Situations Favorable Unfavorable Relationship-oriented managers most effective in IV, V, VI, VII. Task-oriented managers most effective in I, II, III or VIII.
Can combine leader-member relations, task structure, and position power to identify leadership situations.  Identifies situations where given types of managers might perform best.  Seen in Figure 13.4.  Leader style is a characteristic managers cannot change. Thus, managers will be most effective when: 1) They are placed in leadership situations that suit their style. 2) The situation can be changed to fit the manager.
 Model suggests that effective leaders motivate workers to achieve by: 1) Clearly identifying the outcomes workers are trying to achieve. 2) Reward workers for high-performance and attainment. 3) Clarifying the paths to the attainment of the goals.  Path-Goal is a contingency model since it proposes the steps managers should take to motivate their workers.  Based on Expectancy Theory.
1) Determine the outcomes your subordinates are trying to obtain.  Can range from pay to job security or interesting work.  Once outcomes determined, manager needs to be sure they have the reward power to provide these. 2) Reward subordinates for high-performance and goal attainment with the desired outcomes. 3) Clarify the paths to goal attainment for workers, remove obstacles to performance, and express confidence in worker’s ability.
 Path-goal identifies four behaviors leaders can use: 1) Directive behaviors: set goals, assign tasks, show how to do things. 2) Supportive behavior: look out for the worker’s best interest. 3) Participative behavior: give subordinates a say in matters that affect them. 4) Achievement-oriented behavior: Setting very challenging goals, believing in worker’s abilities.  Which behavior should be used depends on the worker and the tasks.
 Leadership substitute: acts in the place of a leader and makes leadership unnecessary. Possible substitutes can be found:  Characteristics of Subordinates: their skills, experience, motivation.  Characteristics of context: the extent to which work is interesting and fun.  Worker empowerment or Self-managed work teams reduce leadership needs.  Managers need to be aware that they do not always need to directly exert influence over workers.
Contingency theory satya raaj

More Related Content

Contingency theory satya raaj

  • 1. PRESENTED BY:- SATYA RAJ ROLL NO- 08 MBA (11-13).
  • 2. Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals. Effective leadership increases the firm’s ability to meet new challenges.  Leader: The person exerting the influence.  Personal Leadership Style: the ways leaders choose to influence others.  Some leaders delegate and support subordinates, others are very authoritarian.  Managers at all levels have their own leadership style.
  • 3. An open system is a system wherein a business firm interacts with its external environment such as the government.  A closed system is a system wherein a business firm doesn’t interacts with its external environment.  In the practical scenario, open systems are relavant.
  • 4. More effective problem solving.  More effective Leadership.  More effective communication.  More effective planning.  More effective design of projects,products & services.  More effective organizational results.
  • 5. Fiedler’s Model: effective leadership is contingent on both the characteristics of the leader and the situation.  Leader style: the enduring, characteristic approach to leadership a manager uses.  Relationship-oriented: concerned with developing good relations with workers.  Task-oriented: concerned that workers perform so the job gets done.
  • 6. Situation characteristic: how favorable a given situation is for leading to occur.  Leader-member relations: determines how much workers like and trust their leader.  Task structure: extent to which workers tasks are clear- cut.  Clear issues make a situation favorable for leadership.  Position Power: amount of legitimate, reward, & coercive power a leader has due to their position.  When positional power is strong, leadership opportunity becomes more favorable.
  • 7. Leader- Member Relations GOOD POOR Task HIGH LO W HIGH LOW Structure Position S W S W S W S W Power Kinds of 1 I II III IV V VI VII VIII Leadership Very Very Situations Favorable Unfavorable Relationship-oriented managers most effective in IV, V, VI, VII. Task-oriented managers most effective in I, II, III or VIII.
  • 8. Can combine leader-member relations, task structure, and position power to identify leadership situations.  Identifies situations where given types of managers might perform best.  Seen in Figure 13.4.  Leader style is a characteristic managers cannot change. Thus, managers will be most effective when: 1) They are placed in leadership situations that suit their style. 2) The situation can be changed to fit the manager.
  • 9. Model suggests that effective leaders motivate workers to achieve by: 1) Clearly identifying the outcomes workers are trying to achieve. 2) Reward workers for high-performance and attainment. 3) Clarifying the paths to the attainment of the goals.  Path-Goal is a contingency model since it proposes the steps managers should take to motivate their workers.  Based on Expectancy Theory.
  • 10. 1) Determine the outcomes your subordinates are trying to obtain.  Can range from pay to job security or interesting work.  Once outcomes determined, manager needs to be sure they have the reward power to provide these. 2) Reward subordinates for high-performance and goal attainment with the desired outcomes. 3) Clarify the paths to goal attainment for workers, remove obstacles to performance, and express confidence in worker’s ability.
  • 11. Path-goal identifies four behaviors leaders can use: 1) Directive behaviors: set goals, assign tasks, show how to do things. 2) Supportive behavior: look out for the worker’s best interest. 3) Participative behavior: give subordinates a say in matters that affect them. 4) Achievement-oriented behavior: Setting very challenging goals, believing in worker’s abilities.  Which behavior should be used depends on the worker and the tasks.
  • 12. Leadership substitute: acts in the place of a leader and makes leadership unnecessary. Possible substitutes can be found:  Characteristics of Subordinates: their skills, experience, motivation.  Characteristics of context: the extent to which work is interesting and fun.  Worker empowerment or Self-managed work teams reduce leadership needs.  Managers need to be aware that they do not always need to directly exert influence over workers.