【正文】 d procedures, schedules the work to be done, and assigns employees to particular tasks. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 18 The Consequences of Consideration and Structure (continued) ? Initiating structure is slightly more strongly related to leader job performance and group performance. ? The relative importance of consideration and initiating structure varies according to the nature of the leadership situation. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 20 The Consequences of Consideration and Structure: The Nature of the Situation ? When the goals and methods of performing the job are very clear and certain, consideration should promote employee satisfaction, while structure should promote dissatisfaction. ? When employees lack knowledge as to how to perform a job, or the job itself has vague goals or methods, consideration bees less important, while initiating structure takes on additional importance. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 22 Leader Reward and Punishment Behaviours ? Leader reward behaviour provides employees with pliments, tangible benefits, and deserved special treatment. ? When such rewards are made contingent on performance, employees should perform at a high level and experience job satisfaction. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 24 Leader Reward and Punishment Behaviours (continued) ? Leader contingent reward and punishment behaviour is positively related to employees’ perceptions, attitudes, and behaviour. ? Noncontingent punishment behaviour is related to unfavourable outes. ? Relationships are much stronger when rewards and punishment are made contingent on employee behaviour. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 26 Situational Theories of Leadership ? The situation refers to the setting in which influence attempts occur. ? The basic premise of situational theories of leadership is that the effectiveness of a leadership style is contingent on the setting. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 28 Fiedler’s Contingency Theory ? The association between leadership orientation and group effectiveness is contingent on (depends on) the extent to which the situation is favourable for exerting influence. ? Some situations are more favourable than others, and these situations require different orientations on the part of the leader. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 30 Leadership Orientation (continued) ? The leader who describes the LPC relatively favourably (a high LPC score) is considered to be relationship oriented. ? The leader who describes the LPC relatively unfavourably (a low LPC score) is considered to be task oriented. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 32 Situational Favourableness ? Situational favourableness is the “contingency” part of Contingency Theory. ? It specifies when a particular LPC orientation should contribute most to group effectiveness. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 34 Situational Favourableness (continued) ? The situation is most favourable for leadership when: – Leadermember relations are good – The task is structured – The leader has strong position power Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 36 Predictions of Leader Effectiveness from Fiedler’s Contingency Theory of Leadership Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 38 Research Evidence ? The theory has been the subject of much debate. ? The exact meaning of the LPC score is not clear. ? A major source of the many inconsistent findings is the small sample sizes used in many studies. ? Recent reviews have concluded that there is reasonable support for the theory. ? The theory needs some refinement. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 40 Research Evidence ? Research supports the prediction that experience predicts performance in highstress situations, while intelligence predicts performance in lowstress situations. ? Leader intelligence is more strongly related to group performance when the leader is directive and has the support of the group. ? CRT indicates that traits are important for leadership effectiveness in certain situations. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 42 House’s PathGoal Theory (continued) ? The opportunity to achieve such goals should promote job satisfaction, leader acceptance, and high effort. ? The effective leader forms a connection between employee goals and anizational goals. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 44 Leader Behaviour ? PathGoal Theory is concerned with four specific kinds of leader behaviour: – Directive behaviour – Supportive behaviour – Participative behaviour – Achievementoriented behaviour Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 46 The PathGoal Theory of Leadership Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 48 Situational Factors (continued) ? The effectiveness of leadership behaviour depends on the particular work environment: – When tasks are clear and routine, directive leadership is redundant and unnecessary and participative leadership is not useful. – When tasks are challenging but ambiguous, directive and participative leadership is effective. – When a job is frustrating or dissatisfying, supportive leadership is most effective. Copyright 169。 2023 Pearson Canada Inc. Chapter 9 / Slide 50 Research Evidence ? There is substantial evidence that supportive or considerate leader behaviour is most beneficial in supervising routine, frustrating, or dissatisfying jobs. ? There is some eviden