Chapter 7Review of Chapter 6Key PointsLeast Preferred Co-WorkerSlide 5Self-Assessment 6: Least Preferred Co-WorkerPath-Goal Theory of LeadershipSlide 8Situational Leadership TheorySlide 10Other Contingency TheoriesLeader SubstitutionAdaptive LeadershipSlide 14Slide 15Slide 16Slide 17Adaptive LeadershipSlide 19Slide 20Slide 21Slide 22To Prepare for Next ClassTips for Studying Read the Summary for each chapter. Read the introduction at the beginning of each chapter student guide. Note in the student guides what terms and concepts are included. Complete the study guide for each chapter. Answer the review questions for each chapter. Complete the self-assessments. Concentrate on passages in the text that clarify and explain the summaries, introductions, terms and concepts, study guides, and review questions. In-class lectures are designed to place emphasis on more important points. Quiz and exam questions are selected from all of these sources.7-1Chapter 7Contingency Theories and Adaptive LeadershipReview of Chapter 6Spot PresentationPage 275 (If Assigned)RWWB - Leadership Traits and SkillsPages 277-8You have concluded that you really cannot trust either one but you must hire one of these two people.Which one will you choose and why?Review QuestionsPages 261-37-27-3Key PointsUnderstand why it is necessary to consider the situation when leading othersUnderstand how the situation can enhance or diminish the effects of leader behaviorUnderstand the primary contingency theories of effective leadershipUnderstand how aspects of the situation can serve as a substitute for the influence of formal leaders7-4Least Preferred Co-WorkerSituational Variables In Relation to Leader InfluenceRelationship Motivated – A leader is primarily motivated to have close, interpersonal relationships with other people Task Motivated – A leader is primarily motivated by achievement of task objectivesSituational VariablesLeader-member relationsPosition PowerTask Structure7-5Self-Assessment 6: Least Preferred Co-Worker7-6Zone of greater leadership SuccessTask MotivatedRelationship Motivated7-7Path-Goal Theory of Leadership“The motivational function of the leader consists of increasing personal payoffs to subordinates for work-goal attainment and making the path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and increasing the opportunities for personal satisfaction with the leader”7-8If the Leader Is: The follower will be most satisfied (and therefore more effective)Directive____________________________________When tasks are ambiguousExamples:-Determining whether a person is an ordinary citizen or an insurgent in the war in Iraq-Creating an advertising campaign for a brand-new client with a little known and understood productSupportive____________________________________When tasks are stressful, frustrating and unpleasant-Cleaning up after Katrina in New Orleans-Determining one of your eight employees to lay off due to budget cuts.Participative____________________________________When tasks are ego involved-Turning an author’s novel into a feature length movie-Revising the feature set of a software application obtained in a corporate acquisition, when the creators of the application are now your employees.Achievement oriented____________________________________When tasks are non-repetitive-Starting a new automobile dealership network in China-Creating an employee evaluation program7-9Situational Leadership Theory7-10Variables of MaturityHigh Medium LowExperienceX X XAbilityX X XAttitudeX X XSkillX X XIf the Maturity Level of the Follower is: The Leader must be:High (Green)Delegate, set challenging goals Medium (Yellow)Build relationships, seek input, coach, educate, provide reasonsLow (Red)Direct, closely supervise, train, monitor, provide step-by- step instructionsSituational Leadership TheoryOther Contingency TheoriesSubstitutesThe leader assigns leadership responsibilities to the followerMultiple LinkageThe leader’s energy is directed toward correcting deficienciesCognitive ResourceThe highly intelligent leader is less effective under high stress AdaptiveThe leader must adapt their behavior to changing situations7-11Leader Substitution7-12It is more efficient and convenient for me to come to class, listen, take notes than it is for me to read the book. And, Al seems like a nice guy.I get bored with Al going on and on and on but, the course is required. I need it to graduate, I need that degree.So I am going to stick it out.I have discovered that this course is on line. I can demonstrate mastery of the course by passing the tests. I can avoid Al altogether. HighInfluence(Direct Benefit)Neutralizer of Influence(Indirect Future Consequence)Little Influence(Substitute)Adaptive LeadershipIf the Situation Is:Complex and unstructuredThen the Leader Should:Consult with more people7-13Adaptive LeadershipIf the Situation Is:Complex and unstructuredInterconnectedThen the Leader Should:Consult with more peopleProvide more coordination7-14Adaptive LeadershipIf the Situation Is:Complex and unstructuredInterconnectedPerson is unreliableThen the Leader Should:Consult with more peopleProvide more coordinationMonitor more closely7-15Adaptive LeadershipIf the Situation Is:Complex and unstructuredInterconnectedPerson is unreliablePerson is inexperiencedThen the Leader Should:Consult with more peopleProvide more coordinationMonitor more closelyProvide more coaching7-16Adaptive LeadershipIf the Situation Is:Complex and unstructuredInterconnectedPerson is unreliablePerson is inexperiencedThe task is stressfulThen the Leader Should:Consult with more peopleProvide more coordinationMonitor more closelyProvide more coachingBe more supportive7-17Adaptive Leadership If the Situation Is:A crisisThen the Leader Should:Be Prepared for the unexpected7-18Adaptive Leadership If the Situation Is:A crisisThen the Leader Should:Be Prepared for the unexpectedRecognize early warning signs7-19Adaptive Leadership If the Situation Is:A crisisThen the Leader Should:Be Prepared for the unexpectedRecognize early warning signsIdentify the scope7-20Adaptive Leadership If the Situation Is:A crisisThen the Leader Should:Be Prepared for the unexpectedRecognize early warning