CH. 13 - Contemporary Views of Leadership in Organizations...

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Contemporary Views of Leadership in Organizations No longer do people feel compelled to search for ‘the one best way’ to lead. New and redesigned situational approaches are emerging. New alternatives to ‘traditional’ leadership are being explored. Focus is on leadership through the eyes of followers.
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Contemporary Situational Theories From the LPC theory, the Path-Goal Theory, and Vroom’s Decision Tree Model, which all redirected the focus of the study of leadership, evolved new situational theories: The Leader-Member Exchange Model The Hersey and Blanchard Model Updated versions of the original models
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Contemporary Situational Theories Leader-Member Exchange Model George Graen and Fred Dansereau suggest that leaders form unique independent relationships with each of their subordinates. Each superior-subordinate pair is referred to as a ‘vertical dyad’. A key factor in the nature of this relationship is whether the individual subordinate is in the leader’s ‘out-group’ or ‘in-group’.
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The Leader-Member Exchange (LMX) Model
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Contemporary Situational Theories Hersey and Blanchard Model Based on the premise that appropriate leader behavior depends on the ‘readiness’ of the followers. ‘Readiness’ refers to the subordinate’s degree of motivation, competence, experience and interest in accepting responsibility. As follower readiness improves, the leader’s basic style also should change.
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The Hersey and Blanchard Theory of Leadership The Situational Leadership Model is the registered trademark of the Center for Leadership Studies, Escondido, CA. Excerpt from P. Hersey, Management Organizational Behavior Utilizing Human Resources , 3rd ed., 1977, p. 165.
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Situational Approaches to Leadership Least-Preferred Coworker [LPC] Theory Developed by Fred Fiedler First truly situational theory of leadership. Using a trait and behavioral approach, Fiedler identified two styles of leadership task oriented and relationship oriented. Uses a questionnaire to measure a manager’s answers to 16 scales which contain a positive and negative adjective describing the person with whom the manager would be least likely to want to work. The leader’s LPC score is then calculated by adding up the numbers. High score = relationship-oriented Low score = task-related
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Situational Approaches to Leadership EXAMPLE OF LPC CATEGORIES: Frustrating 8 7 6 5 4 3 2 1 Helpful Tense 8 7 6 5 4 3 2 1 Relaxed Boring 8 7 6 5 4 3 2 1 Interesting
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Favorableness of the Situation: The underlying assumption of situational models of leadership is that appropriate leader behavior varies from one situation to another. Fiedler believes that the key situational factor is the favorableness of the situation from the leader’s point of view. This
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CH. 13 - Contemporary Views of Leadership in Organizations...

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