Explain what/how situational variables affect task motivated and relationship-motivated leaders.

Explain what/how situational variables affect task motivated and relationship-motivated leaders. Apply these factors to a work situation in which you were involved as a worker or a leader. Which of the 3 factors had the greatest impact on your situation and why? What octant on the LPC scale does this situation fall into?

Week three lecture

Chapter Six

Let’s start with Chapter 6, Contingency Theory. According to our text book, “contingency theory is a leader matched theory, which means it tries to match leaders to appropriate situations. It is called contingency because it suggests that a leader’s effectiveness depends on how well the leader’s style fits the context” (Northouse, 2013, p. 123). Another description that might be easier to understand is; “Contingency theories hold that leadership effectiveness is related to the interplay of a leader’s traits or behaviors and situational factors” (Seyranian, 2012, para1). Some may recall Cliff Notes, which basically provides an overview of what a book or topic was about. Similar to what Wikipedia does today, with the exception that Cliff Notes were published, whereas anyone can go online and update Wikipedia. The Cliff Note on Contingency theory is as follows; “Contingency theory proposes that for learning to take place, a stimulus must provide the subject information about the likelihood that certain events will occur” (Cliff Notes, 2013, para1).

Now that we have identified what Contingency Theory stands for, let’s dive a little deeper and look at the situational variables that impact this theory.

According to our text book, there are three main factors; Leader-member relations, task structure and position power (Northouse, 2013).

• Leader member relations is when there is a group of followers that have emotions for their leader (Northouse, 2013).

• Task structure is when there is a level of requirements of a task that are clearly provided (2013).

• Position power is the level of authority a leader has to either reward or punish followers (2013).

Chapter Seven

Chapter 7 focused on Path-Goal Theory. This theory is really about how a leader motivates followers to accomplish goals (Northouse, 2013). For those of you that follow the term empowerment, this is a leadership style that is often found. How many of you work with leaders that truly motivate you to want to do your job or want to do it better? How many of you are excited to go to work to see what your leader will challenge you with today? This is what a Path-Goal Leader works to achieve. It is recommended that you review Table 7.1: Path Goal Theory; How it Works in the required text. This table provides a very clear outline of the behaviors of the leader, the characteristics of the subordinates and the task characteristics.

Below is a video that does a nice job of illustrating examples of Path-Goal Theory.

Path-Goal Theory Case Study-“Three Shifts, Three Supervisors” (Links to an external site.)Links to an external site. (http://youtu.be/dzVwnPj_na8)

Path Goal Theory – Explained (Links to an external site.)Links to an external site. (http://youtu.be/-Ow0U75uySk)

Chapter Eight

The final chapter this week was Chapter 8, which focused on Leader-Member Exchange Theory (LMX). The LMX theory “conceptualizes leadership as a process that is centered on the interactions between leaders and followers” (Northouse, 2013, p. 161). How many of you have interactions with your boss outside of work? How many of you have a good working relationship in that you can approach your boss on just about any subject? The LMX theory is one that brings up a lot of great elements, but it also has another side to it. I would like to share two videos with you that illustrate the LMX theory at work. The first is a cartoon and the second is a fraction of the movie Mona Lisa Smiles. See if you can identify how the leadership is interacting with the followers.

Leader Member Exchange Theory (Links to an external site.)Links to an external site. (http://youtu.be/nXb0LZiPo7E)

In and Out 1 (Links to an external site.)Links to an external site. (http://youtu.be/6ocAyCc2enw)

Forbes School of Business Faculty

References:

B2Bwhiteboard (2013, January 3). Path goal theory – explained (Links to an external site.)Links to an external site.[Video file]. Retrieved from http://youtu.be/-Ow0U75uySk

Callanan, B. (2012, December 29). In and out 1 (Links to an external site.)Links to an external site. [Video file]. Retrieved from http://youtu.be/6ocAyCc2enw

Contingency theory (Links to an external site.)Links to an external site.(2013). Retrieved from http://www.cliffsnotes.com/sciences/psychology/psychology/psychology-learning/contingency-theory

Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications.

Seyranian, V. (2012). Contingency theories of leadership. Sage. Retrieved from www.sagepub.com/

Tod a (2013, April 9). Path-goal theory case study – “Three shifts, three supervisors” (Links to an external site.)Links to an external site.[Video file]. Retrieved from http://youtu.be/dzVwnPj_na8

Villum13. (2012, April 22). Leader member exchange theory (Links to an external site.)Links to an external site. [Video file]. Retrieved from http://youtu.be/nXb0LZiPo7E

Required Resource

Text

Northouse, P. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications. ISBN: 9781452203409. Recommended Resources

Articles

It is highly recommended that you read the following articles to gain a better understanding of leadership (Retrieved from the ProQuest database):

Tse, H.H.M., & Mitchell, R.J. (2010, March). A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader-member exchange. Journal of Management and Organization, 16(1), 83-99.

Whitener, J.K. (2007, May). Year of wonders: The wonder of leadership. Advances in Developing Human Resources, 9(2), 214-235.

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