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As popular as the Hersey/Blanchard theory is, little research has been completed giving evidence that applying the theory really does improve performance. Critics argue that the model does not adequately address “developmental levels” of subordinates. In addition, situational leadership theory does not fully address one-to-one versus group leadership in an organizational setting (Northouse, 2004, pp. 62-63).

Contingency leadership (matching a leader’s style with various situations)

About a decade after Hersey and Blanchard presented the situational leadership theory, contingency leadership theory surfaced. This theory is also related to what the literature refers to as “leader-match theory” (Fiedler&Chemers, 1984, p. 23), where leaders are matched to different situations. So, we are basically talking about a match between a leader’s style and various situations.

Fiedler suggests that a leader’s style is either task motivated or relationship motivated. Task-motivated leaders deal mostly with goal setting and accomplishment, while relationship-motivated leaders concentrate more on closer interpersonal relationships with employees. These styles fit nicely into Figure 2 and are geared toward management and leadership behaviors.

Fiedler was the first to specifically categorize situational variables: (1) leader-member relationships, (2) task structure, and (3) position power. Leader-member relations involve the confidence and loyalty workers have for their leader. Leaders with appropriate task structure are very clear and specific when relating goals and objectives to members of the organization. Position power is simply the amount of authority a leader has in making decisions.

Path-goal leadership (what motivates members of an organization to perform well)

In the early 1970s, House and Dressler (House, 1971; House&Dressler, 1974) popularized the path-goal theory. This theory focuses on what motivates members of the organization to perform well, and whether or not they feel appropriately rewarded for their work. So the challenge for the leader is to implement a leadership style that best meets the motivational needs of the worker.

House and Dressler suggest that effect leadership requires making the “path to the goal” clear to all in the organization, and involves (a) appropriate coaching, (b) removal of the obstacles that make reaching the goal difficult, and (c) making work satisfying to all. Within the path-goal theory are four distinct styles of leadership: (1) directive leadership, (2) supportive leadership, (3) participatory leadership, and (4) achievement-oriented leadership. We could easily add the components of the path-goal theory to our Figure 2.

Transformational leadership

Transformational leadership theory surfaced quite recently and is credited to the work of James MacGregor Burns (1978). Burns presents two types of leadership: transactional and transformational. He perceives most of the models presented so far in this chapter to be transactional, in that they focus on what happens between leaders and their followers. Principals and superintendents who offer bonuses to teachers who successfully raise student test scores exhibit transactional leadership. Teachers who routinely give students a grade for work completed are practicing transactional leadership. In both of these examples, the “exchange” between the leader and follower is quite simple: You do this, and I will give you that.

Questions & Answers

A golfer on a fairway is 70 m away from the green, which sits below the level of the fairway by 20 m. If the golfer hits the ball at an angle of 40° with an initial speed of 20 m/s, how close to the green does she come?
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cm
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A mouse of mass 200 g falls 100 m down a vertical mine shaft and lands at the bottom with a speed of 8.0 m/s. During its fall, how much work is done on the mouse by air resistance
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Can you compute that for me. Ty
Jude
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David Reply
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emma Reply
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what is inorganic
emma
Chemistry is a branch of science that deals with the study of matter,it composition,it structure and the changes it undergoes
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Adjanou
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A ball is thrown straight up.it passes a 2.0m high window 7.50 m off the ground on it path up and takes 1.30 s to go past the window.what was the ball initial velocity
Krampah Reply
2. A sled plus passenger with total mass 50 kg is pulled 20 m across the snow (0.20) at constant velocity by a force directed 25° above the horizontal. Calculate (a) the work of the applied force, (b) the work of friction, and (c) the total work.
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you have been hired as an espert witness in a court case involving an automobile accident. the accident involved car A of mass 1500kg which crashed into stationary car B of mass 1100kg. the driver of car A applied his brakes 15 m before he skidded and crashed into car B. after the collision, car A s
Samuel Reply
can someone explain to me, an ignorant high school student, why the trend of the graph doesn't follow the fact that the higher frequency a sound wave is, the more power it is, hence, making me think the phons output would follow this general trend?
Joseph Reply
Nevermind i just realied that the graph is the phons output for a person with normal hearing and not just the phons output of the sound waves power, I should read the entire thing next time
Joseph
Follow up question, does anyone know where I can find a graph that accuretly depicts the actual relative "power" output of sound over its frequency instead of just humans hearing
Joseph
"Generation of electrical energy from sound energy | IEEE Conference Publication | IEEE Xplore" ***ieeexplore.ieee.org/document/7150687?reload=true
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Magreth
progressive wave
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Mujahid
A string is 3.00 m long with a mass of 5.00 g. The string is held taut with a tension of 500.00 N applied to the string. A pulse is sent down the string. How long does it take the pulse to travel the 3.00 m of the string?
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Source:  OpenStax, Ncpea handbook of online instruction and programs in education leadership. OpenStax CNX. Mar 06, 2012 Download for free at http://cnx.org/content/col11375/1.24
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