What are the situational approaches to leadership?
The least-preferred coworker (LPC) theory, the path-goal theory, Vroom’s decision tree approach, and the leader-member exchange (LMX) approach are four of the most important and widely accepted situational leadership theories.
Briefly describe each and compare and contrast their findings.
LPC Theory
Developed by Fred Fiedler, and the first situational theory of leadership, he concluded that a combined trait and behavioral approach resulted in either task or relationship oriented styles of leadership. Fiedler believed that behavior is a reflection of a leader’s personality and further that most personalities naturally fell into either task oriented or relationship oriented. Relying upon …show more content…
Path-Goal Theory Martin Evans and Robert House are associated with development of the path-goal theory of situational leadership. Unlike Fiedler, who based LPC theory upon combined trait and behavioral approach, Evans and House based path-goal theory directly upon the expectancy theory of motivation. Further, they suggest that the primary functions of a leader are to make valued or desired rewards available clarify behaviors that will lead subordinates to goal accomplishment and valued rewards. Hence, the leader should clarify the paths to goal attainment. Goal-path theory identifies four leader behaviors as:
• Directive leader behavior – informs subordinates what is expected of them.
• Supportive leader behavior – is friendly and approachable, shows subordinates concern of their welfare and treats them as …show more content…
Vroom has since made refinements to the earlier versions of this approach. Like the path-goal theory, this approach advocates for leadership style appropriate to a given situation. And further, assumes that the same leader may display different leadership styles. However, Vroom’s approach takes only subordinate participation in decision making into account. This approach assume that the degree subordinates are encouraged to participate in decision making depends on the characteristics of the situation, and that there is no one best decision making process for all
The least-preferred coworker (LPC) theory, the path-goal theory, Vroom’s decision tree approach, and the leader-member exchange (LMX) approach are four of the most important and widely accepted situational leadership theories.
Briefly describe each and compare and contrast their findings.
LPC Theory
Developed by Fred Fiedler, and the first situational theory of leadership, he concluded that a combined trait and behavioral approach resulted in either task or relationship oriented styles of leadership. Fiedler believed that behavior is a reflection of a leader’s personality and further that most personalities naturally fell into either task oriented or relationship oriented. Relying upon …show more content…
Path-Goal Theory Martin Evans and Robert House are associated with development of the path-goal theory of situational leadership. Unlike Fiedler, who based LPC theory upon combined trait and behavioral approach, Evans and House based path-goal theory directly upon the expectancy theory of motivation. Further, they suggest that the primary functions of a leader are to make valued or desired rewards available clarify behaviors that will lead subordinates to goal accomplishment and valued rewards. Hence, the leader should clarify the paths to goal attainment. Goal-path theory identifies four leader behaviors as:
• Directive leader behavior – informs subordinates what is expected of them.
• Supportive leader behavior – is friendly and approachable, shows subordinates concern of their welfare and treats them as …show more content…
Vroom has since made refinements to the earlier versions of this approach. Like the path-goal theory, this approach advocates for leadership style appropriate to a given situation. And further, assumes that the same leader may display different leadership styles. However, Vroom’s approach takes only subordinate participation in decision making into account. This approach assume that the degree subordinates are encouraged to participate in decision making depends on the characteristics of the situation, and that there is no one best decision making process for all