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Chapter 6 - Contingency Theory
Leadership
Chapter 6 - Contingency Theory
Northouse, 4th edition
Chapter 6 - Contingency Theory
Overview
Contingency Theory Approach Perspective Leadership Styles
Situational Variables
Research Findings of Leader Style Effectiveness
How Does the Contingency Theory Approach Work?
Chapter 6 - Contingency Theory
Contingency Theory Approach Description
Perspective
Contingency theory is a leader-match theory (Fiedler & Chemers, 1974)
– Tries to match leaders to appropriate situations
Leader’s effectiveness depends on how well the leader’s style fits the context
Fiedler’s generalizations about which styles of leadership are best and worst are based on empirically grounded generalizations
Chapter 6 - Contingency Theory
Contingency Theory Approach Description
Definition
Effective leadership is contingent on matching a leader’s style to the right setting
Assessment based on: – Leadership Styles
– Situational Variables
Chapter 6 - Contingency Theory
Leadership Styles
Leadership styles are described as: Task-motivated (Low LPCs)
– Leaders are concerned primarily with reaching a goal
Relationship-motivated (High LPCs)
– Leaders are concerned with developing close interpersonal relationships
Leader Style Measurement Scale (Fiedler)
Least Preferred CoWorker (LPC) Scale
High LPCs Low LPCs
= Relationshipmotivated = Taskmotivated
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