Description
This is a presentation describing on the contingency and path goal approaches to leadership.
The Situational Theme Managers who are aware of the forces they face are able to more readily make the necessary modifications in style to cope with the inevitable changes in the work environment. Three forces of particular importance are:
The forces operating within his or her personality will influence the manager’s behaviour in any given situation. Such forces include:
1. Value System 2. Confidence in Subordinates 3. Leadership Tendencies 4. Security
? Does
the manager believe in decisionmaking participation?
? What
is a fair day’s work?
? Is
the manager concerned about the personal growth of subordinates?
? Managers
differ in their respect for and trust in subordinates.
? These
attitudes are reflected in the way they evaluate their subordinates ability and overall competence.
? There
are some leaders who must closely direct the work of others. ? They must control the work to feel comfortable. ? Other managers seem to thrive on allowing subordinates an opportunity to become involved and committed. ? They want to share the tasks and duties with others.
? The
ability to share decision making with subordinates is a characteristic, which has security overtones. ? Some leaders have an intense need to know how a job is proceeding. ? They have a low tolerance for ambiguity, which motivates them to closely control subordinates. ? Other leaders can tolerate the unpredictable behaviours of participating subordinates.
? Managers
should consider the individual characteristics and behavioural patterns of subordinates. should also learn about their needs for independence, responsibility, autonomy, goal orientation and career objectives.
? He
1. The Organization Orgs have values, norms and goals, which are committed by policy statements, job descriptions and performance appraisals. These factors tend to influence the leadership style adopted. 2. Group Effectiveness A group, which is considered effective, may be given more autonomy than an ineffective group. It is therefore to know what the group is accomplishing and why they are not accomplishing effective goals.
3. The Task The type of task determines what degree of authority will be delegated to subordinates. Delegating tasks which may not be successfully accomplished because of a groups limitations, can result in frustration, poor attitudes and perhaps turn over or absenteeism. 4. Time If an immediate decision must be made, the involvement of others in the decision-making process may be difficult, if not impossible.
The foundation of path-goal theory is the expectancy motivation theory. This theory states that an individual’s attitude, job satisfaction, behaviour and job effort can be predicted from:
?
?
The degree to which the job or behaviour is seen as leading to various outcomes (expectancy). The preferences for these outcomes (valencies).
?
?
? ?
The implications of these assumptions for leadership is that subordinates are motivated by leader style or behaviour to the extent it influences expectancies (goal paths) and valencies (goal attractiveness). It is argued that an important of the leaders job is to clarify for subordinates the kind of behaviour that will most likely result in goal accomplishment. This activity is referred to as path clarification. The path-goal approach suggests more flexibility than the contingency model.
The above theory has led to the development of two important propositions: ? Leader behaviour is acceptable and satisfying to the extent that the subordinates perceive such behaviour as an immediate source of satisfaction or as instrumental to future satisfaction. ? Leader behaviour will be motivational to the extent that it makes satisfaction of subordinates’ needs on effective performance and it complements the environment of subordinates by providing the guidance, clarity of direction and rewards necessary for effective performance.
doc_772042962.pptx
This is a presentation describing on the contingency and path goal approaches to leadership.
The Situational Theme Managers who are aware of the forces they face are able to more readily make the necessary modifications in style to cope with the inevitable changes in the work environment. Three forces of particular importance are:
The forces operating within his or her personality will influence the manager’s behaviour in any given situation. Such forces include:
1. Value System 2. Confidence in Subordinates 3. Leadership Tendencies 4. Security
? Does
the manager believe in decisionmaking participation?
? What
is a fair day’s work?
? Is
the manager concerned about the personal growth of subordinates?
? Managers
differ in their respect for and trust in subordinates.
? These
attitudes are reflected in the way they evaluate their subordinates ability and overall competence.
? There
are some leaders who must closely direct the work of others. ? They must control the work to feel comfortable. ? Other managers seem to thrive on allowing subordinates an opportunity to become involved and committed. ? They want to share the tasks and duties with others.
? The
ability to share decision making with subordinates is a characteristic, which has security overtones. ? Some leaders have an intense need to know how a job is proceeding. ? They have a low tolerance for ambiguity, which motivates them to closely control subordinates. ? Other leaders can tolerate the unpredictable behaviours of participating subordinates.
? Managers
should consider the individual characteristics and behavioural patterns of subordinates. should also learn about their needs for independence, responsibility, autonomy, goal orientation and career objectives.
? He
1. The Organization Orgs have values, norms and goals, which are committed by policy statements, job descriptions and performance appraisals. These factors tend to influence the leadership style adopted. 2. Group Effectiveness A group, which is considered effective, may be given more autonomy than an ineffective group. It is therefore to know what the group is accomplishing and why they are not accomplishing effective goals.
3. The Task The type of task determines what degree of authority will be delegated to subordinates. Delegating tasks which may not be successfully accomplished because of a groups limitations, can result in frustration, poor attitudes and perhaps turn over or absenteeism. 4. Time If an immediate decision must be made, the involvement of others in the decision-making process may be difficult, if not impossible.
The foundation of path-goal theory is the expectancy motivation theory. This theory states that an individual’s attitude, job satisfaction, behaviour and job effort can be predicted from:
?
?
The degree to which the job or behaviour is seen as leading to various outcomes (expectancy). The preferences for these outcomes (valencies).
?
?
? ?
The implications of these assumptions for leadership is that subordinates are motivated by leader style or behaviour to the extent it influences expectancies (goal paths) and valencies (goal attractiveness). It is argued that an important of the leaders job is to clarify for subordinates the kind of behaviour that will most likely result in goal accomplishment. This activity is referred to as path clarification. The path-goal approach suggests more flexibility than the contingency model.
The above theory has led to the development of two important propositions: ? Leader behaviour is acceptable and satisfying to the extent that the subordinates perceive such behaviour as an immediate source of satisfaction or as instrumental to future satisfaction. ? Leader behaviour will be motivational to the extent that it makes satisfaction of subordinates’ needs on effective performance and it complements the environment of subordinates by providing the guidance, clarity of direction and rewards necessary for effective performance.
doc_772042962.pptx