Chapter 8

Contingency Theories of Effective

Leadership
LPC Contingency Model
CAUSALVARIABLE
Leader's LPC Score
END-RESULT VARIABLE
Group Performance
SITUATIONAL MODERATOR VARIABLES
Leader-member relations
Leader position power
Task structure
FIGURE 8-1: Causal relationships in the LPC Contingency
Model
The Path-Goal Theory of
Leadership
CAUSAL VARIABLES

Leader behavior
INTERVENING VARIABLES

Subordinate expectancies
and valences
END-RESULT VARIABLES

Subordinate effort
and satisfaction
SITUATIONAL MODERATOR VARIABLES

Characteristics of task and environment
Characteristics of subordinates
FIGURE 8-2: Causal relationships in Path-Goal Theory of Leadership
Leadership Substitutes Theory
_ Subordinate
Characteristics
_ Task Characteristics
_ Organization
Characteristics
The Multiple Linkage Model
_ Task commitment
_ Ability and role clarity
_ Organization of the work
_ Cooperation and mutual trust
_ Resources and support
_ External coordination
Cognitive Resources Theory

SOCIAL STRESS FOR LEADER
LEADER INTELLIGENCE

LEADER EXPERIENCE
DECISION
QUALITY
FIGURE 8-6: Primary Causal Relationships in the Cognitive Resources Theory
General Evaluation of
Contingency Theories
_ Leader Traits
_ Leader Behavior
_ Situational Variables
_ Intervening Variables
_ Validation Results
Applications: Guidelines for
Managers
_ Use more planning for a long, complex task.
_ Consult more with people who have
relevant knowledge.
_ Provide more direction to people with
interdependent roles.
_ Provide more direction and briefings when
there is a crisis.
Applications: Guidelines for
Managers
_ Monitor a critical task or unreliable person
more closely.
_ Provide more coaching to an inexperienced
subordinate.
_ Be more supportive to someone with a very
stressful task.
Summary
_ The LPC contingency model deals with the
moderating influence of three situational
variables on the relationship between a
leader trait (LPC) and subordinate
performance.
_ The path-goal theory examines how aspects
of leader behavior influence subordinate
satisfaction and motivation.
Summary
_ Leadership substitutes theory identifies
aspects of the situation that make leadership
behavior redundant or irrelevant.
_ The multiple-linkage model describes how a
leader can influence intervening variables to
improve group effectiveness.
Summary
_ Cognitive resources theory examines the
conditions under which cognitive resources
such as intelligence and experience are
related to group performance.
Charismatic Leadership
May the force be with you
Chapter Goals
The goal of this chapter is to define
charismatic leadership, review the
research findings on charismatic
leadership, and review two of the
more-popular transformational
leadership theories.
Max Weber
The most important early research on
charismatic leadership was completed by
Max Weber, who maintained that societies
could be identified in terms of one of three
types of authority systems: traditional,
legal-rational, and charismatic.

Traditional Authority System
The traditions and unwritten laws of
the society dictate who has authority
and how this authority can be used.

Legal-Rational Authority System
Authority derives from societys belief
in the laws that govern it.


Charismatic Authority System
Authority stems from the societys
belief in the exemplary characteristics
of the leader.
Theory of Transformational and
Transactional Leadership
James McGregor Burnss Theory of
Transformational and Transactional
Leadership
focused on the differences between power
versus leadership and charismatic versus non-
charismatic leadership


Theory of Transformational and
Transactional Leadership
believed that leadership could take one of
two forms: transactional leadership or
transformational leadership
maintained that power and leadership were
two distinct entities
Cont.
Transformational Leadership
Transformational leaders use idealized
influence, individualized consideration,
inspirational motivation, and intellectual
stimulation, while transactional leaders
use contingent reward, and active and
passive management by exception.
Common Characteristics of Charismatic and
Transformational Leadership
Vision
Rhetorical skills
Image and trust building
Personalized leadership
Follower Characteristics
Identification with the Leader and the
Vision
Heightened Emotional Levels
Willing Subordination to the Leader
Feelings of Empowerment

Situational Characteristics
Crises
Task Interdependence
Innovation
More Receptive to Change
Organizational Downsizing
Basss Theory of Transformational and
Transactional Leadership
Transformational leaders possess charismatic-leader
characteristics (vision, rhetorical skills, etc.).
Transactional leaders do not possess these leader
characteristics, nor are they able to develop strong
emotional bonds with followers or inspire followers
to do more than they thought they could. Instead,
transactional leaders motivate followers by setting
goals and promising rewards for desired
performance.
Perspectives on Charisma
The Sociological Approach
1. Extraordinary, almost magical talents
2. Crisis situation
3. Radical vision
4. Followers
5. Validation of leader through repeated
success
Guidelines for Transformational
Leadership
_ Articulate a clear and appealing vision.
_ Explain how the vision can be attained.
_ Act confident and optimistic.
_ Express confidence in followers.
_ Use dramatic, symbolic actions to emphasize key
values.
_ Lead by example.
_ Empower people to achieve the vision.
Perspectives on Charisma
The Psychoanalytic Approach
Intense attraction
Regression
Transference
Projection

What does this say for the followers and for positive
leaders?
Perspectives on Charisma
The Political Approach
Types of charismatic leaders:
Charismatic giants
Charismatic luminaries
Charismatic failures
Charismatic aspirants
Perspectives on Charisma
Charismatic leaders increase their power:
Cultural myths
Public address
Concentric circles
Perspectives on Charisma
The Behavioral Approach
Leader behaviors
Leader-follower relations
The situation
Perspectives on Charisma
The Attribution Approach
1. Possess a vision that is unique, but
attainable
2. Act in an unconventional, counter-
normative way
3. Personal commitment & risk
4. Confidence & expertise
5. Personal Power
Perspectives on Charisma
The Communication Approach
Relationship builders
Visionaries
Influence agents
Perspectives on Charisma
The Dark Side
Differences in:
Power
Vision
Relationship to followers
Communication
Ethics & Morals
The Dark Side at Work
Failures of vision
Misarticulation of goals
Poor management

Who are the charismatic leaders we can
agree on?