Chapter 7

This chapter focuses on Situational and Contingency Approaches to Leadership. A lot of this chapter is a review, as I'm assuming we have learned many of these theories in LEAD 200 or another course. The section on Situational Focus describes the impact of the social context of leadership, in contrast to the trait or behavior approaches that focus primarily on the leader as a key factor. One aspect of the situation that seems to affect leadership is space and seating arrangements. Usually, the people who sat at the head of the table were leaders of a team. This section goes on to say that this is because there is more eye contact with the other members and therefore the leader has more control of the situation. Moreover, the head of the table offers better access to all team members. When your team/organization meets, where do the leaders sit? And how do the other members arrange themselves? Do you find this seating arrangement to work well for your group? Or do you think another set up would be more beneficial? Explain your reasoning.

Trait Contingency Models are described in this chapter. First, Contingency Model of Leadership effectiveness, as studied by Fielder, is explored. This theory "predicts that leaders who are more relationship oriented will be more effective than task-focus leaders in moderate situational control, whereas leaders who are more focused on task than on interpersonal relationships will be more effective in both high- and low-control situations" (Antonakis 155). Cognitive Resource Theory (CRT) by Fielder and Garcia argues that leaders effectiveness can be predicted on 2 characteristics- intelligence and experience- and the situation. Which of these 2 theories do you find to be more accurate? Why do you think so? Can you think of any examples in your life that points to a leader being more oriented to one or the other?

The second type of theories in this chapter are those that related the leader's behavior to the outcome. The Normative Model of Leadership Decision Making focuses on the interaction between a leader's choice of decision-making strategies and the decision situation. This interaction predicts the quality of the decision and subordinate commitment to the decision. Path Goal Theory involves 4 leadership behaviors: directive, achievement oriented, supportive and participative. Situational Leadership Theory has 4 leadership behaviors- telling, selling, participating, and delegating- depends on whether they complement the subordinates' task maturity (e.g. ability, education, and experience) and psychological maturity (e.g. willingness, self-esteem, and motivation). Which of these theories do you think is the most legitimate? Why? Do you feel that these theories can relate to your leadership experiences?

Have a great Spring Break everyone!!