UHS 3052 LEADERSHIP IN ORGANIZATION - PowerPoint Presentation

UHS 3052 LEADERSHIP IN ORGANIZATION Contingency theories of leadership 2 NUR SYUHADA & SITI SARA NORFAZILAH & HAZARINA KHAIRUNNISA & IZZATI

Multiple-Linkage Model (developed by Yulk) The managerial behavior and situational variables determine the performance of organization. Leader Intervening Groupbehavior variables performanceSituational variables influence at three points:Constraints managerial behavior and moderate its effects.Directly influence intervening variables.Determine the relative importance of the intervening variables.

2.Ability and Role Clarity Understand their job responsibility well 4.Cooperation and Mutual Trust-Sharing information and ideas, helping each other6.External CoordinationWork unit activities are in line with the interdependent activities of the parts of the organization and other organization3.Organization of the WorkUse effective performance strategies1.Task Commitment-- Struggle to attain high performance and commits to tack objectivesThese variable interact with each other to determine the effectiveness of a group or organizational subunit 5.Resources and Support Other units also provide necessary resources and information needed to do work

Situational Influences on Intervening Variables The situation can influence the intervening variables independently of anything done by leader Two situational variable that can influence task commitmentFormal Reward System - Provides attractive rewards dependent on performance2. Intrinsically MotivatingProperties of the Work itself- Provide work requires varied skills is interesting and challenging, and provides automatic performance

Situational Variables Affect the Ability of Group Members

2.Ability and Role Clarity Affected by task structure, prior member experience and external dependencies Simple task, easier to understand4.Cooperation and Mutual TrustInfluenced by the size of the group, members similarity values and background, reward system and the organization of the work6.External CoordinationAffected by the formal structure of the organization, High lateral interdependence increases the amount of coordination needed among subunit of an organization.3.Organization of the WorkAffected by type of technology used to do the work and the competitive strategy of the organization1.Task Commitment Providing effective recruiting and selection procedures and high salaries is more likely to attract qualified people with high ability 5.Resources and Support Influenced by the organization’s budgetary system, inventory system, changes in policy

Short-Term Actions 1.Task Commitment Committed2.Ability and Role ClarityClear confusion3.Organization of the WorkMatching people with task4.Cooperation and Mutual TrustInvolvement of group members 6.External Coordination Seek assistance from outsider 5.Resources and Support Seek and provide enough resources

Long-Term actions Modifying formal structure of the work unit Alter culture of the organizationInitiate long-term improvement programsInitiate profitable activities Gain control over demand for the unit’s product and services Gain control over acquisition of resources

Evaluation of the Multiple-Linkage Model First contingency theories to emphasize leadership processes at the group level Weakness :Not specify how different types of leader behavior interact with each other in their effect on intervening variableLong –term actions of managers are too general-specific hypothesis are neededFails to identify common interaction among situational variableThus, this model is still more a general (theoretical) framework than a refined (experienced) theoryBased on few studies made on leader behavior found that situational variables yielded weak, inconsistence result

COGNITIVE RESOURCES THEORY, by Fiedler et. All

Interpersonal Stress

B. Nature of Group Task

Research On Cognitive Resources Theory Study of Coast Guard officer and study of fire department officers A creative taskUnder low stress conditions, intelligence was positively related to the production of creative ideas by leaders and followers alike, and the more intelligent leaders had more productive groupsUnder high stress conditions, leader intelligence was not related to the production of creative ideas by followersIntellectual ability is related more to performance for directive leaders

Limitations of the Research Results from the validation research are inconsistent Methodological problems make it difficult to interpret some of the resultsSome aspects of the theory have not been adequately tested

Conceptual Weaknesses No explicit rationale is provided for use of general intelligence rather than specific cognitive skills - It should identifying specific aspects of intellectual ability relevant to the taskThere is only one leadership behavior, its to general to capture the complexities on participative leadership - More precise explanation of the influence of cognitive resources on leader behavior and effectiveness should be concern

General Evaluation Of Contingency Theories

Contingency theory Leader traits Leader behaviorSituational variablesIntervening variablesValidation resultsLPC Contingency ModelLPC ScoreNoneTask structure L-M relationsNoneMany studies, some supportPath-Goal TheoryNoneInstrumental, supportive, participative, achievementMany aspects Expectancies, valences, role ambiguityMany studies, some support Situational Leadership Theory None Task and relations Subordinate maturity None Few studies, few studies, little support Leadership Substitutes Theory None Instrumental, supportive Many aspects None Few studies, few studies, inconclusive Multiple-linkage Model None Many aspects Many aspects Effort, ability, organization, teamwork, resources, external coordination Few studies, few studies, inconclusive Normative cognitive Resources Theory Intelligence & experience Directive Stress, group ability None some support Decision Theory None Decision procedures Many aspects Decision quality and acceptance Many studies, good support

Evaluation of Research on Situational Theories Type of situational effectHigh level of the situational variable will reduce the impact of leader behavior on the dependent variableSituational variable that make leader behavior more effective but do not directly influence the dependent variableSubordinate is more likely treated as a mediator than as moderator

ABSTRACT Early contingency theories of effective leadership such as LPC Contingency model, Path-Goal theory, Situational Leadership theory, Leadership Substitutes theory, Multiple-Linkage model, Cognitive Resources theory, and Normative Decision theory can be guideline for leader to be more effective by adopt it in the organization’s situation that leader are in. Even though the contingency theories have limitation that have been questioned by many researchers about their utilities, but the contingency theories are play important role to serve leaders that is essential to monitor changes in the situation and adjust their behavior in appropriate ways.

REFERENCES Websitehttp://en.wikipedia.org/wiki/Contingency_theoryhttp://sacbusiness.org/marketing/john%20materials/Bus%20120/Fiedler.pdfhttp://managementstudyguide.com/fiedlers-contingency-model.htmhttp://changingminds.org/disciplines/leadership/theories/contingency_theory.htmhttp://www.12manage.com/methods_contingency_theory.htmlhttp://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics/works/fied.htm 

BooksAdv Experimental Social Psychology, Volume 1, edited by Leonard Berkowitz, page 149, A Contingency Model of Leadership Effectiveness , Fred E FiedlerGary Yukl. (2010),Leadership in Organizations, Seventh Edition, Early contingency theories of Effective Leadership, Pg 240-256

JournalEdström, Anders (1977), User Influence and the Success of MIS Projects: A Contingency Approach, Human Relations, 30(7), 589-607Franz, Charles R. (1985), User Leadership in the Systems Development Life Cycle: A Contingency Model, Journal of Management Information Systems, 2 (2), 5

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