Weight Change Theory

The contingency theories of leadership theory, also known as the scene leadership theory. The term "authority change" includes "changing with specific situations" or "changing based on specific situations ". The authority change theory mainly studies the potential impact of situational factors related to leadership behaviors on leadership effectiveness. This theory holds that different leadership actions have different effects in different situations, so it is also called the theory of leadership situation. In other words, leaders and leaders are the product of an established environment. The environment cannot be changed. You can change yourself to adapt to the environment.

 

Three types of authority change theory
1.
The Fiedler model)

Fred Fiedler of the University of Illinois from 1951
At the beginning of the year, we started to study the relationship between organizational performance and leadership attitude.
In the investigation and Experiment of the year, the author proposed the "power change model of effective leadership", namely, the fader model. He believes that any form of leadership can be effective, and its effectiveness depends entirely on whether it is compatible with the environment.

He summarized the environmental factors that affect the leader's leadership style into three aspects: Position power, task structure, and superior-subordinate relationship.

(1) Position power ). Job Authority refers to the formal authority associated with a leader's position and the degree of support it receives from superiors and all aspects of the Organization, the power of this position is determined by the leader's real power to his subordinates. When a leader has such explicit position power, the organization members will be more obedient to his leadership, which is conducive to improving work efficiency.

(2) task structure ). The task structure refers to the degree of clarity of work tasks and the degree of responsibility of relevant personnel for work tasks. When the work task itself is very clear and the Members of the Organization have clear responsibilities for the work task, the leader is easy to control the work process and the direction of the entire Organization to complete the work task is clearer.

(3) leader-member relations ). The relationship between superiors and subordinates refers to the degree of trust, love and support of a leader, and the degree of care and love of the leader. This is important for the performance of leadership. Because the power and task structure of a job can be controlled by an organization, and the relationship between superiors and subordinates cannot be controlled by the Organization.

Based on the above three factors, the leadership environment is divided into eight types from the most favorable to the most unfavorable. Fader believes that the leader's behavior should adapt to the environmental type to achieve satisfactory results. Generally, in the most favorable and unfavorable situations, the task-based leadership approach is more effective; in the medium situation, the interpersonal relationship leadership approach is more effective.

 

2.Situational
Leadership theory, SLT)
This theory consists of Paul Hersey and branchard
They believe that the "maturity" of their subordinates plays an important role in the leader's leadership approach. Therefore, different "maturity" employees adopt different leadership methods.

Readiness refers to the ability and desire of people to take responsibility for their own behaviors. It depends on two factors: Work maturity and psychological maturity. Work maturity includes one's knowledge and skills. People with high job maturity have enough knowledge, ability, and experience to complete their work tasks without the guidance of others. Psychological maturity refers to the willingness and motivation of a person to do something. Individuals with high psychological maturity do not need too many external incentives. They rely on internal incentives.

On the basis of the Management diagram, there are four types of leadership based on the maturity of employees: imperative, persuasive, participatory, and authorized.

(1) Imperative (telling ). It is a high-performance, low-relational leadership approach. Leaders divide their subordinates and give specific instructions on what the subordinates should do, how to do it, and when to do it. It emphasizes direct command. At this stage, subordinates lack the ability and desire to accept and undertake tasks, which is neither competent nor conscious.

(2) selling ). High-performance, high-relational leadership. Leaders not only give their subordinates certain guidance, but also pay attention to protecting and encouraging their enthusiasm. This is because subordinates are willing to undertake tasks at this stage, but lack sufficient capacity and enthusiasm, but do not have the skills required to complete the tasks.

(3) participate ). It is characterized by low-performance, high-relational leadership. Leaders and their subordinates participate in decision-making. Leaders focus on supporting internal coordination and communication. At this stage, subordinates have the ability to complete the tasks assigned by leaders, but are not motivated enough.

(4) authorization (delegating ). It is characterized by low-performance, low-level relational leadership. Leaders do their jobs independently and complete their tasks. At this stage, subordinates can and are willing to do what leaders want them to do.

According to the subordinate maturity and the environment faced by the organization, the leader's life cycle theory believes that as the subordinates do not mature, the leader should not only reduce the control of activities, but also reduce the assistance to the subordinates. When the subordinate maturity is not high, the leader should give clear guidance and strict control. When the subordinate maturity is high, the leader only needs to give clear goals and work requirements, which should be controlled and completed by the subordinate.

3.
Path-target theory (path-goal model)

Path-objective theory is based on the expected probability model and the model of work-related and caring for people, the leader's work efficiency is measured by the ability to motivate subordinates to achieve organizational goals and meet work requirements. The basic function of a leader is to make reasonable compensation that employees expect and clear the way for subordinates to achieve their goals and create conditions.

According to this theory, there are four types of leadership:

(1) direve ve leader ). Leaders should make demands on their subordinates, specify directions, and provide them with the guidance and help they deserve, so that their subordinates can complete their tasks and achieve their goals according to their work procedures.

(2) Support leadership (supportive leader ). Leaders are friendly to their subordinates, approachable, equal to others, harmonious relations, and caring for the lives and welfare of their subordinates.

(3) participating leaders ). Leaders often communicate information with their subordinates, discuss their work, listen to their opinions modestly, and involve their subordinates in decision-making and management.

(4) achievement-oriented
Leader ). One of the important tasks leaders do is to set challenging organizational goals and motivate their subordinates to find ways to achieve their goals and meet the challenges.

Path-goal theory tells us that leaders can and should adjust their leadership style based on different environmental characteristics. When leaders face a new working environment, he can use directive-based leadership to guide his subordinates to establish a clear task structure and clarify the work tasks of each person. Then, he can use support-based leadership, it is conducive to forming a harmonious working atmosphere with subordinates. When a leader is more familiar with the Organization, he or she can actively communicate with his or her subordinates and discuss his or her work in a participant-style manner, so that the subordinate participants can make decisions and manage their work. On this basis, we can adopt the achievement-oriented leadership approach. Leaders and subordinates can work together to set challenging organizational goals and then work hard to achieve organizational goals, and use various effective methods to motivate subordinates to achieve their goals.