MGHB02H3 Chapter Notes - Chapter 9.3-9.4: Contingency Theory, Job Satisfaction, Job Performance
9.3 Compare and contrast the following leadership behaviours and their consequences: consideration,
initiating structure, leader reward, and leader punishment
Consideration: how much a leader appears to be approachable to employees (listens to them, respects
and shows concern for them)
Initiating Structure: how much a leader focuses on group goal attainment (organized roles and stresses
standard procedures, schedules; not mutually exclusive to consideration)
Consequences on consideration and initiating structure
Both contribute towards employee satisfaction, motivation, and leader effectiveness
Consideration: more related to satisfaction with the leader and the job, motivation and leader
effectiveness
Initiating structure: more related to leader job performance and group performance
Importance of consideration and initiating structures will vary depending on the task, employees
and setting
Leader reward behaviour: leader’s use of rewards such as compliments, tangible benefits, and earned
special treatment
When rewards clearly based on performance, leads to higher performance and satisfaction,
OCBs
Clear understanding of desired behaviour and what rewards will result
Leader punishment behaviour: leader’s use of punishments such as reprimands, or assignment to
unfavourable tasks, withholding rewards
Must be used carefully and with clear purpose or will result in negative reactions and high
dissatisfaction
Done right, leads to favourable employee perceptions, attitudes and behaviour
9.4 Describe and evaluation the situational theories of leadership: contingency theory and path-goal
theory
Different leadership styles will have varying effectiveness based on different situations (characteristics
of employees, nature of tasks, the organization’s characteristics)
Fiedler’s Contingency Theory: leadership orientation and group effectiveness is based on the how
favourable the situation is for exerting influence
Leadership orientation is measured by how the leader describes their least preferred co-worker
(LPC); describes the attitude towards work relationship
oLPC is described favourably (a high score), the leader is relationship oriented
Motivated to maintain interpersonal relations
oLPC is described unfavourably, leader is task oriented (LPS’s low task competence biased
the leader’s view of their personal qualities)
Motivated to accomplish tasks
Favourable situation: good leader-member relations, high task structure, and leader has position
power (formal authority granted by organization)
oUnfavourable situation is the opposite
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Document Summary
9. 3 compare and contrast the following leadership behaviours and their consequences: consideration, initiating structure, leader reward, and leader punishment. Consideration: how much a leader appears to be approachable to employees (listens to them, respects and shows concern for them) Initiating structure: how much a leader focuses on group goal attainment (organized roles and stresses standard procedures, schedules; not mutually exclusive to consideration) Both contribute towards employee satisfaction, motivation, and leader effectiveness. Consideration: more related to satisfaction with the leader and the job, motivation and leader effectiveness. Initiating structure: more related to leader job performance and group performance. Importance of consideration and initiating structures will vary depending on the task, employees and setting. Leader reward behaviour: leader"s use of rewards such as compliments, tangible benefits, and earned special treatment. When rewards clearly based on performance, leads to higher performance and satisfaction, Clear understanding of desired behaviour and what rewards will result.
