HRE 3723 Chapter Notes - Chapter 5: Situational Leadership Theory, Contingency Theory, Organizational Effectiveness
26 Oct 2016
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Chapter 5: contingency & situational leadership: situational influences on effective leadership behavior. Position power ability to hire, fire, discipline, etc: overall findings. Leadership effectiveness depends on how well the leader is matched to the situation: task-motivated leaders work best in high & low control, relationship-motived leaders work best in moderate control, making the situation more favorable for the leader. Increase position power: evaluation of fielder"s contingency theory. Takes into account both leadership & situation traits. Complicated, difficult to implement on all leaders: path-goal theory of leadership effectiveness. Path-goal theory: what a leader must do to achieve high productivity & morale in a given situation (characteristics of group & task at hand: matching the leadership style to the situation. Achievement-oriented style: steps leaders can take to influence performance & satisfaction. Re(cid:272)og(cid:374)ize or a(cid:272)ti(cid:448)e group (cid:373)e(cid:373)(cid:271)er"s (cid:374)eeds o(cid:448)er (cid:449)hi(cid:272)h the leader has (cid:272)o(cid:374)trol. Increase opportunities for personal satisfaction if the group member performs effectively.
