Chapter 13 – Contingency Theories of Leadership
Decision Tree Key
Case Study # 4: Budget Cutting Time in a Public Middle School
Question Answer
A YES
Case Study #7: Unforeseen Opportunity in an Election
NOTE: In this case you should re-state the issue as to what recommendation to take to the candidate; it is
unlikely the campaign manager would decide this independently.
Question Answer
A YES
Chapter 13 – Contingency Theories of Leadership
13–14
LEADERSHIP DECISION CASE # 1
Setting: Computer Software Company
Your Position: Manager of a Software Development Group
You supervise a group of twelve computer programmers, and the head of the software division (your
boss) just asked you to assign three of them to support an unplanned but critical programming effort in
another part of your company. They will be needed for one week. This effort is vital to the organization
and each one of your twelve programmers is well qualified to support it.
Which decision style would YOU choose in this situation to pick the programmers for the special project?
Chapter 13 – Contingency Theories of Leadership
LEADERSHIP DECISION CASE # 2
Setting: Headquarters of a Large Manufacturing Company
Your Position: Project Director
You have been appointed to help develop a new training program that, if successful, will be implemented
throughout your national company. In fact, you developed the proposal for this experimental program in
One of the keys to success will be the quality of personnel selected to help refine and deliver the program.
You have “carte blanche” to select six individuals at the appropriate level so long as you hire from within
the company’s large headquarters staff. You are sure most candidates will see selection to this program as
a “plum” since the project clearly has the company president’s personal interest. The problem is who
Which decision style would YOU choose to pick your six new staff members?
Chapter 13 – Contingency Theories of Leadership
13–16
Exercise 13-2
Exercise Title: Hoosiers
Purpose: To illustrate concepts of Situational Leadership® Model using the film Hoosiers.
Summary: Hoosiers describes how a single-minded basketball coach takes an unlikely small town
basketball team to the state championships. It is a terrific film that illustrates numerous concepts about
leadership in addition to being a vivid illustration of SLT. You can either show the film in its entirety or
cover most of the relevant portions in less than an hour with judicious and well-planned editing.
The town’s commitment to basketball seems in stark contrast to the quality of the team. The best player,
Jimmy, is not even playing, and Coach Dale indicates he doesn’t care whether Jimmy plays or not. Such a
small number of other boys have tried out, that the school can barely field a team. Therefore, it is
somewhat surprising that Coach Dale kicks two boys off the already small team for disciplinary reasons.
Coach Dale is nothing if not a task master (e.g., “My practices aren’t designed for your enjoyment,” and
“You’re in the Army every day between 3:00 and 5:00 … my Army!”), and his emphasis is always on the
team (e.g., “…five players on the floor functioning as one single unit, no one more important than the
other”). Coach Dale’s rules for his team are inviolable, and when one player disobeys his instructions
Chapter 13 – Contingency Theories of Leadership
Exercise 13-3
Exercise Title: The Situational Leadership® Model
Purpose: To apply Hersey and Blanchard’s Situational Leadership® Model.
Summary: Review the contingency model of leadership with students. Have the students form small
groups, and then have the groups read over Case Study #6: Struggling Operations in a Manufacturing
Organization. Have students discuss the maturity level of each of the plant managers and what leadership
Hersey and Blanchard’s SLT Key
Case Study #6: Struggling Operations in a Manufacturing Organization
Betty: Has been the plant manager for two years but has had no formal leadership training (moderate
level of readiness—R2). Selling.
Chapter 13 – Contingency Theories of Leadership
13–18
Exercise 13-4
Exercise Title: The Contingency Model
Purpose: To apply concepts of Fiedler’s contingency model.
Summary: Review the contingency model of leadership with students. Ask the students to form small
1. Whether the relationship between the COO and his staff are good or poor
3. Whether the COO has high or low position power
The student groups should answer these three questions, and then refer to the Figures in Chapter 12 to
determine whether a high- or low-LPC leader will be more effective in the situation. The groups should
Chapter 13 – Contingency Theories of Leadership
13–19
The Contingency Model Key
Case Study #6: Struggling Operations in a Manufacturing Organization
Leader-Member Relations: Hard to tell, but we will assume they are good. The COO either
hired these plant managers or has been leading them for several years.
Chapter 13 – Contingency Theories of Leadership
13–20
Exercise 13-5
Exercise Title: The Path-Goal Theory
Purpose: To apply the concepts of House and Dressler’s path-goal theory.
Summary: Review the path-goal theory of leadership with students. Ask the students to form small
groups, and then have the groups read over Case Study #6: Struggling Operations in a Manufacturing
2. What, if anything, do the three plant managers need to do in order to clarify the performance-to–
reward expectations at each plant?
3. What, if anything, do the three plant managers need to do in order to increase the valences of
various rewards at each plant?
Chapter 13 – Contingency Theories of Leadership
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The Path Goal Theory Key
Case Study #6: Struggling Operations in a Manufacturing Organization
Betty: Needs to determine what workers want and how to boost valued rewards (valence). She also
needs to clarify the link between employees’ efforts and plant performance, and the link between
plant performance and valued rewards. Betty probably needs to demonstrate an achievement-oriented
leadership style with her employees.
Chapter 13 – Contingency Theories of Leadership
13–22
Additional References/Resources
Avolio, B. J. (2007). Promoting more integrative strategies for leadership theory-building.
American Psychologist, 62, 25-33.
Field, R.H.G. & House, R.J. (1990). A test of the Vroom-Yetton model using manager and
subordinate reports. Journal of Applied Psychology, 75, 362-366.
Graeff, C.L. (1997). Evolution of situational leadership theory: A critical review. Leadership
Quarterly, 8, 153-170.
Henningsen, D.D., Henningsen, M.L.M., Jakobsen, L., & Borton, I. (2004). It’s good to be
leader: The influence of randomly and systematically selected leaders on decision-making
groups. Group Dynamics: Theory, Research and Practice, 8, 62-76.
Schriesheim, C.A. & Klich, N.R. (1991). Fiedler’s least preferred coworker (LPC) instrument:
An investigation of its true bipolarity. Educational & Psychological Measurements, 51, 305-
315.
Wofford, J.C. & Liska, L.Z. (1993). Path-goal theories of leadership: A meta-analysis. Journal of
Management, 19, 587-606.
Chapter 13 – Contingency Theories of Leadership
level on coaches’ leadership styles over time. Small Group Research, 32, 576-594.
* A series of articles addressing Path-Goal Theory can be found at:
Leadership Quarterly, Volume 7, Issue 3 (Fall 1996), 305-352.