Chapter8Summary - 1 Contingency Theories of Effective...

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Contingency Theories of Effective Leadership Chapter 8 Focus of Chapter . This chapter deals with how leader traits or behaviors are related to leadership effectiveness in different situations. Specifically, research has shown that aspects of the situation may either enhance or weaken the effects of a leader's traits and behaviors. These aspects of the situation that have this effect (enhancing or weakening the impact of leadership traits and behaviors) are called moderators . They are called moderators because they "moderate" (change) the strength of the relationship between leadership traits/behaviors and leadership effectiveness measures. Contingency Theories . Theories that explain leadership effectiveness in terms of situational moderators are called "contingency theories" of leadership. Contingency implies "it depends". That is, the size of the relationship between leadership traits/behaviors and effectiveness outcomes depends (or is contingent upon) aspects of the situation the leader is in. This chapter reviews five contingency theories of leadership: path-goal theory, leader substitutes theory, the multiple linkage model, LPC contingency theory and cognitive resource theory. In the end, the theme of this chapter is that the effects of leader characteristics (traits and behaviors) on outcome measures of effectiveness will either be strengthened or weakened by aspects of the situation. This means, not all traits and behavior we associate with leadership are effective in all situations. Some situations call for different approaches and styles than do other situations. You should be able to provide examples of this. LPC Contingency Model . LPC stands for " least preferred coworker ". The idea behind this theory is that knowing how someone feels about their least preferred coworker will tell us something about the how that person is likely to relate to others (his/her approach to relationships). A high LPC score suggests a person who is quite lenient (easy going, not strict) toward others, whereas a low LPC score suggests someone who is critical (and strict) toward others. LPC theory suggests that knowing how someone approaches relationships with others will provide information on their leadership style. For example, a high LPC leader is described as wanting close interpersonal relationships with others, considerate and supportive (where task objectives are of secondary importance to maintaining supportive interpersonal relationships). A low LPC leader is described as wanting to achieve tasks, and considers maintaining supportive interpersonal relationships as secondary (less important). The research over the past 25 years suggests that the primary distinction between high and low LPC leaders, however, is that high LPC leaders value interpersonal success, whereas low LPC leaders value task achievements. Situational Variables.
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This note was uploaded on 11/15/2010 for the course ORGANIZATI b302 taught by Professor Byrontylley during the Spring '10 term at Ashford University.

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Chapter8Summary - 1 Contingency Theories of Effective...

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