Chapter 3: Contributing factors to successful project management. This chapter presents the nature of
3.5 LEADERSHIP IN THE PROJECT MANAGEMENT CONTEXT
3.5.5 Comparative analysis of the situational theories
According to Kreitner et al. (1999: 480) the situation at hand, as proposed by situational theories, determines the efficiency and effectiveness of the particular behavioural leadership style. Changes in situations bring about different management styles.
Four situational theories will be briefly examined and compared.
(a) Fiedler's contingency model
Kreitner et al. (1999: 480) state that the Fiedler's model is based on the following:
(i) Degree of influence and control of the leader.
(ii) Basic motivation level of the leader. Leaders can also be relationship motivated or task motivated. There is a similarity between initiating structure (level of concern for productivity) and consideration (level of concern for people).
This theory IS also premised on the leaders to have a dominant/ overriding leadership style that is reluctant to change. It is expected from a leader to balance their leadership style within a situation with the amount of control.
Situation control is composed of position power, task structure and leader-member relations. Task-motivated leaders are normally efficient under situations of both low and high control whereas relationship-
Chapter 3: Contributing factors to successful project management 62
motivated leaders appear to be more effective when they have reasonable control over a situation.
(b) Path-goal theory
The behaviour of leaders is normally found to be adequate by their subordinates if it is viewed as a beneficial source of future or immediate satisfaction. The Path-goal theory reveals that an employee will naturally accept a leader's behaviour when it is viewed as a source of gratification. This theory deals with pathways to goals and rewards.
Kreitner et al. (1999: 483) further believe leaders can show signs of different leadership styles. Four leadership behaviours have been identified, namely:
Directive leadership
Supportive leadership
Provides direction to workers about the required outcome, how to schedule work and to maintain standards and performance.
Being friendly and show concern for the needs of employees.
Participative leadership To consult with workers and use their
Achievement-oriented leadership and
abilities.
ideas in decisions making.
To encourage workers to do their best (high levels) by showing confidence and setting challenging goals.
The implications for this theory are that leaders possess and use more than one style of leadership. Managers/leaders should always strive to apply new behaviours when it is called for by the situation.
Chapter 3: Contributing factors to successful project management 63
(C) Situationalleadership theory (Hersey & Blanchard)
This theory asserts that the behaviour of an effective leader depends entirely on the readiness level of its followers. Kreitner et al. (1999:
484) defines readiness as the degree in which a follower demonstrates the willingness and ability to successfully complete a given task.
Willingness comprises of a mixture of motivation, commitment and confidence. According to Robbins (1997: 377), situational leadership makes use of two leadership dimensions, namely: relationship and task behaviours. However, this theory continues by considering the two as either low or high and puts them together to form four different leadership styles as described in figure 3.11.
L.eader- FollolAer Relation
hig h
\(I)•. ' .. low :
Parti ci pating Selling
M3
Delegating Telling
M4
...
Task Sbuclure
Abili1;y and WillingM~s {lIml'l1urity"l offoI191Aer.S:
M1
: t'U~ble
and~nlllill~ng ~~~k,~, ?~ respQlls~bi.I'ty,
M2: AbteJmtunJ/lilling M3: UmJlJle b I,It,will i,,~.
, (
I'M: Able l'I.!ld !f\Illing to d 91t1 ~ job asll.ed b]l: le .... 1J rvt2
M1
Figure 3.11: Task and relationship behaviours model adopted from Robbins, 1997: 377
Robbins (1997: 377) continues by advising leaders to progressively move their management style from M 1 (tell) to M2 (sell) to M3 (participate) and finally M4 (delegate), as the readiness of the follower Increases.
Chapter 3: Contributing factors to successful project management 64
(d) Leader - member exchange theory
This theory asserts that leaders develop an elite relationship with each employee (one to one). These relationships qualify as either in-group or out-group relationships (Kreitner et aI, 1999: 480).
In-group
These employees are trustworthy, receive a lot of personal attention, and benefit from special privileges.
Out-group
As a result of formal authority interactions, these employees receive a lesser amount of the leader's attention, less privileges and rewards from the leader and have greater secondary relations.
It is evident that leaders prefer in-group over out-group members because of their compatible characteristics (sex, personalities and age) or their higher competence levels. One should try and identify commonalties among the situational leadership theories. It is straightforward, appealing and important for its explicit recognition that the employee's ability and motivation are critical to the leader's success, but it is not fully supported by research.
Leader-members exchange theory looks at leadership from a different angle. It focuses on out-groups and in-groups. Given the evidence that m-group employees display greater performance and fulfilment than out-group members, the theory provides valuable insight for predicting leader effect as long as it is known whether the employee is an "in" or an "out". The path- goal model offers a structure to predict and explain the leadership effectiveness. It recognises that the success of leaders is reliant on adjusting their style to the current environment and to the individual follower's characteristics.
Chapter 3: Contributing factors to successful project management 65 The path goal theory's emphasis on task structure is consistent with the Fiedler contingency model. Its theory of recognising individual characteristics is also consistent with Hersey and Blanchard's focus on the experience and ability of followers (Kreitner et aI, 1999: 480).
Businesses are very different to the way they were ten years ago. In South Africa this change is being magnified by the incredible political, social and economic transitions, which started in the 1980's and is continuing at the start of this new century (April, Macdonald and Vriesendorp, 2000: 25).
Beerel according to April et al. (2000: 25), maintain that the new required leadership will not be provided by the 'taking charge' elite, but will emerge from the capacity that lies within each and every person. It will be a leadership that does not presume to have all the answers, but one that seeks to empower others to work on their own problems.