CLEP Principles of Management 1

46 47 fred fiedler a key aspect of fiedlers

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46. 47. Fred Fiedler A key aspect of Fiedler's contingency theory is basing a leader's style on his motivation in terms of an LPC (least preferred coworker) scale. High-LPC leaders are more relationship-oriented, whereas low-LPC leaders are more task-oriented. Low LPC leaders are best suited for extreme situations--where the leader's control and influence is either high or low. Fiedler stated that low LPC, or task- oriented leaders, are best for these situations. He defined three factors--leader- member, task structure, and position power--which define the extent of the leader's control and influence. According to Fred Fiedler's contingency theory, the situation is described in terms of how favorable it is. It is described as some degree of favorable or unfavorable, depending on three factors--(1)leader-member relations, (2)task structure (does the leader know what to do and how to do it?), and (3)position power (how much power has the organization given the leader to punish and reward?). According to Fred Fiedler's contingency theory, if situation favorableness is neither high nor low, a high LPC leader is best. A high-LPC or relationship-oriented, leader is best suited for intermediate levels of favorableness. Favorableness is defined by the levels of three factors--(1)leader-member relation (to what extent do the members support the leader), (2)task structure, and (3)position power. A significant finding of Fiedler's contingency theory was that a leader's style cannot be changed. Fred Fiedler believed that a person's leadership style cannot be changed; they must try to find situations which match their style, or change the situation. Fiedler’s contingency theory – no best way to lead, depends upon situation 48. Task structure – highly structured job or less so 49. Leader/member relations - amount of loyalty, support leader receives from employees 50. Positioning power – leaders perception of power org. has given to them 51. 52. Robert House - came up with the Path-goal Contingency Theory, which states that the leader's role is to help the subordinates understand the organizational goals and the payoffs. This defined different leadership roles appropriate for various situations--supportive leadership for a routine, repetitive task; directive leadership for a non-routine, complex task; and participative and achievement oriented styles. In Robert House's Path-Goal Theory, a supportive leadership style is appropriate for a non-complex, repetitive task. Directive leadership is best for complex, non-routine task. This is the opposite scenario of when supportive leadership is used--in this case the leader should use
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directive leadership. Other leadership styles defined by House include participative and achievement-oriented.
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