Karrie Hartline Managerial Assessment an
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1
Managerial Assessment and Development – 1
Individual Work Week- 4
Karrie Hartline
2/4/2014
Instructor Jill Heaney
Everest University Online
Brandon Campus
Running head INDIVIDUAL WORK
1
Review Questions
1. What is the difference between a theory and a model?
A theory begins with an idea or a set of ideas that sets out to prove or explain certain facts or
events through evidence or experiments, however usually the evidence or experiment is weak
and may not be able to be proven or verified to be true in all cases. Therefore it is determined to
be a theory.
A model is considered to be something that people follow or imitate, something individuals
use as an example such as a formula in mathematics, directions in a recipe, plans for building a
building, plans for meeting goals and objective even the way people learn patterns of behaviors.
These examples are all types of models people follow in their everyday lives (Ahmad, 2011).
Our text describes leadership theory as how situational variable interact with the leaders
personalities and behaviors Fred E. Fiedler was the first to call this the contingency leadership
theory in 1951 (Lussier, 2013, p. 115). Our text explains contingency model is usually used in
determining a person’s leadership style whether their style is task oriented or relationship
oriented to determine which situation leader-member relationship, task structure, or position
power matches the leader’s particular style to maximize performance (Lussier, 2013, p. 51).
2. What contingency leadership variables are common to all of the theories?
Situational, Behavioral, Participative and Achievement Oriented leadership variables are
among the most common leadership variables because these particular variables have led to the
increased levels of motivation for leaders and employees. Thereby maximizing high job
performance and satisfaction which has increased profitability for the organization reaching and
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1
obtaining all personal and professional goals and objectives showing why these contingency
leadership variables are important to all the leadership theories (Lussier, 2013 p. 122).
3. How does the global economy relate to contingency leadership? The global economy relates
to the contingency theory leadership today in the fact that global companies all over the world
are faced today with cultural and environmental factors from diverse value systems and religious
backgrounds from employee’s leaders today must be prepared in all areas as leadership styles do
vary greatly from place to place (Lussier, p. 114).
4. What are the two contingency leadership theory leadership styles? The two contingency
leadership theory styles are task motivated or relationship motivated (Lussier, p. 116).
5. Do the three situational favorableness factors of the contingency leadership model (see
Exhibit 4.3 on page 118) fit in only one of the three variables (follower, leader, and situation) or
all contingency leadership variables (see Exhibit 4.1 on page 113)? Explain. Personally it seems
as if all contingency leadership variables do fit into the contingency leadership model. The
contingency leadership theory suggests that the leader’s effectiveness depends on how well the
leaders style fits into the context of the job (Lussier, p. 115). The leader contingency model
determines whether or not a person’s leadership style is task or relationship oriented it also
recognizes whether or not the (leaders, member, relationship, task structure, or position power
makes a difference in the leaders style to maximize performance and profits (Lussier, p. 115) In
situational favorableness all three are important leader- member relations, task structure and
position and power (Lussier, p. 117).
6. What is the difference in the outcomes of the contingency leadership and the continuum
leadership models and that of the path–goal model?
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7. What are the three subordinate and environment situational factors of the path–goal model?
8. What are the path–goal theory leadership styles?
9. What are the normative leadership theory leadership styles?
10. What is the primary difference between the contingency leadership model and the other
leadership models (leadership continuum, path–goal, and normative leadership)?
11. What are the three substitutes for leadership?
References
Ahmad, S. (2011). What is the difference between a theory and a model in management?
Corporate Thinking, Retrieved from http://corporatethinking.wordpress.com/2011/08/09/what-isthe-difference-between-a-theory-and-a-model-in-management/
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1
Exercise 2 Case Study Terry Gou
1. Which leadership style would Fiedler say Li Chang uses?
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1
2. Using Exhibit 4.3 on page 118, Fiedler’s contingency leadership model, what situation and
leadership style are appropriate for the production department and for the custom design
department?
3. Why isn’t Chang doing an effective job in the design department?
4. What would Fiedler and Kerr and Jermier recommend that Chang do to improve
performance?
5. Which of the two basic continuum leadership styles would Tannenbaum and Schmidt
recommend for Chang and other managers of the design department?
6. Which path–goal leadership style would House recommend for Chang and other managers of
the design department?
1
Managerial Assessment and Development – 1
Individual Work Week- 4
Karrie Hartline
2/4/2014
Instructor Jill Heaney
Everest University Online
Brandon Campus
Running head INDIVIDUAL WORK
1
Review Questions
1. What is the difference between a theory and a model?
A theory begins with an idea or a set of ideas that sets out to prove or explain certain facts or
events through evidence or experiments, however usually the evidence or experiment is weak
and may not be able to be proven or verified to be true in all cases. Therefore it is determined to
be a theory.
A model is considered to be something that people follow or imitate, something individuals
use as an example such as a formula in mathematics, directions in a recipe, plans for building a
building, plans for meeting goals and objective even the way people learn patterns of behaviors.
These examples are all types of models people follow in their everyday lives (Ahmad, 2011).
Our text describes leadership theory as how situational variable interact with the leaders
personalities and behaviors Fred E. Fiedler was the first to call this the contingency leadership
theory in 1951 (Lussier, 2013, p. 115). Our text explains contingency model is usually used in
determining a person’s leadership style whether their style is task oriented or relationship
oriented to determine which situation leader-member relationship, task structure, or position
power matches the leader’s particular style to maximize performance (Lussier, 2013, p. 51).
2. What contingency leadership variables are common to all of the theories?
Situational, Behavioral, Participative and Achievement Oriented leadership variables are
among the most common leadership variables because these particular variables have led to the
increased levels of motivation for leaders and employees. Thereby maximizing high job
performance and satisfaction which has increased profitability for the organization reaching and
Running head INDIVIDUAL WORK
1
obtaining all personal and professional goals and objectives showing why these contingency
leadership variables are important to all the leadership theories (Lussier, 2013 p. 122).
3. How does the global economy relate to contingency leadership? The global economy relates
to the contingency theory leadership today in the fact that global companies all over the world
are faced today with cultural and environmental factors from diverse value systems and religious
backgrounds from employee’s leaders today must be prepared in all areas as leadership styles do
vary greatly from place to place (Lussier, p. 114).
4. What are the two contingency leadership theory leadership styles? The two contingency
leadership theory styles are task motivated or relationship motivated (Lussier, p. 116).
5. Do the three situational favorableness factors of the contingency leadership model (see
Exhibit 4.3 on page 118) fit in only one of the three variables (follower, leader, and situation) or
all contingency leadership variables (see Exhibit 4.1 on page 113)? Explain. Personally it seems
as if all contingency leadership variables do fit into the contingency leadership model. The
contingency leadership theory suggests that the leader’s effectiveness depends on how well the
leaders style fits into the context of the job (Lussier, p. 115). The leader contingency model
determines whether or not a person’s leadership style is task or relationship oriented it also
recognizes whether or not the (leaders, member, relationship, task structure, or position power
makes a difference in the leaders style to maximize performance and profits (Lussier, p. 115) In
situational favorableness all three are important leader- member relations, task structure and
position and power (Lussier, p. 117).
6. What is the difference in the outcomes of the contingency leadership and the continuum
leadership models and that of the path–goal model?
Running head INDIVIDUAL WORK
1
7. What are the three subordinate and environment situational factors of the path–goal model?
8. What are the path–goal theory leadership styles?
9. What are the normative leadership theory leadership styles?
10. What is the primary difference between the contingency leadership model and the other
leadership models (leadership continuum, path–goal, and normative leadership)?
11. What are the three substitutes for leadership?
References
Ahmad, S. (2011). What is the difference between a theory and a model in management?
Corporate Thinking, Retrieved from http://corporatethinking.wordpress.com/2011/08/09/what-isthe-difference-between-a-theory-and-a-model-in-management/
Running head INDIVIDUAL WORK
1
Exercise 2 Case Study Terry Gou
1. Which leadership style would Fiedler say Li Chang uses?
Running head INDIVIDUAL WORK
1
2. Using Exhibit 4.3 on page 118, Fiedler’s contingency leadership model, what situation and
leadership style are appropriate for the production department and for the custom design
department?
3. Why isn’t Chang doing an effective job in the design department?
4. What would Fiedler and Kerr and Jermier recommend that Chang do to improve
performance?
5. Which of the two basic continuum leadership styles would Tannenbaum and Schmidt
recommend for Chang and other managers of the design department?
6. Which path–goal leadership style would House recommend for Chang and other managers of
the design department?