LEAD 701 Yukl chapter07

LEAD 701 Yukl chapter07

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  Contingency Theories andAdaptive Leadership 7-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations
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  After studying thischapter, you should be able to:  Understand how aspects of the situation can enhance or diminish effects of leader behavior.  Understand key features of the early contingency theories of effective leadership.  Understand the benefits and limitations of contingency theories. 7-2Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations
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   Understand thefindings from empirical research on contingency theories.  Understand how to adapt leader behavior to the situation.  Understand how to manage disruptions and other crises. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-3
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  Copyright© 2013 PearsonEducation Inc. publishing as Prentice Hall Leadership in Organizations 7-4 Understand how aspects of the situation can enhance or diminish effects of leader behavior
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   Contingency theoriesdescribe how aspects of the leadership situation alter a leader's influence on an individual subordinate or a work group Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-5
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   Types ofVariables  Causal Effects  Direct Effects  Direct Influence  Moderates Effects Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-6
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  Copyright© 2013 PearsonEducation Inc. publishing as Prentice Hall Leadership in Organizations 7-7 Understand key features of the early contingency theories of effective leadership
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   Path-Goal Theory Situational Leadership Theory  LPC Contingency Model  Leader Substitutes Theory  Cognitive Resources Theory  Multiple-Linkage Model  Normative Decision Model Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-8
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  Copyright© 2013 PearsonEducation Inc. publishing as Prentice Hall Leadership in Organizations 7-9 Understand the benefits and limitations of contingency theories
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  Contingency theories takeinto account:  Task requirements  Situational constraints  Interpersonal processes Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-10
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   Behavior Meta-categoryover-emphasis  Ambiguous descriptions  Inadequate causal explanations  Inattention to behavior patterns  Inattention to joint effects  Moderators versus mediators Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-11
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  Copyright© 2013 PearsonEducation Inc. publishing as Prentice Hall Leadership in Organizations 7-12 Understand the findings from empirical research on contingency theories
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   Weak andinconsistent evidence  Best research support for the Normative Decision Model Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-13
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   Weak researchmethods  Conceptual Weaknesses  Theories have not been adequately tested Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-14
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  Copyright© 2013 PearsonEducation Inc. publishing as Prentice Hall Leadership in Organizations 7-15 Understand how to adapt leader behavior to the situation
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   Situational understanding Flexibility  Planning  Consulting  Provide direction  Monitor Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-16
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  Copyright© 2013 PearsonEducation Inc. publishing as Prentice Hall Leadership in Organizations 7-17 Understand how to manage disruptions and other crises
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   Anticipate problems Recognize warnings  Identify problem  Direct decisively  Communicate Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7-18