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Contingency Theory
The document discusses Fiedler's contingency theory of leadership, which posits that a leader's effectiveness is determined by situational variables rather than a single best style of leadership. Key situational factors include leader-member relations, task structure, and position power, which influence whether a leader should be task-motivated or relationship-motivated. The theory has strengths, including empirical support and a broadened understanding of leadership, but it also faces criticisms regarding its applicability and the validity of measurement tools like the LPC scale.
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Group presentation on Contingency Theory, featuring contributions from Group 5 members identified.
Focus on Fred Fiedler's work in leadership theories, highlighting Contingency Theory's evolution.
Discusses leadership styles including task and relationship motivation, and situational variables like leader-member relations, task structure, and position power. Analysis of situational variables affecting leadership effectiveness and the characteristics of favorable versus unfavorable situations.
Quiz questions on identifying situational styles, emphasizing that situations are characterized by three factors.
Highlights strengths of Contingency Theory such as empirical research while critiquing its limitations, including its inability to explain mismatches.
Applications of the theory discussed along with a conclusion on leadership styles' effectiveness and limitations in flexibility.
Concluding remarks thanking the audience for their attention.
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Contingency Theory
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- 2. Contingency Theory Group 5:Tran Hoang Mai Duong Thi Huong Ha The He Bui Nhu Hong Hanh Nguyen Le Thuc Oanh Le Minh Tan Trung
- 3. Contingency Theory Understanding theModel Leadership Styles Situational Variables Strengths and Criticisms Application
- 4. Understanding the Model Born 1922 - is one of the leading researchers in Industrial and organizational psychology of the 20th century He helped this field move from the research on traits and personal characteristics of leaders, to leadership styles and behaviors. In 1967 he introduced the contingency modeling of leadership, with the now-famous Fiedler contingency model. Fred Fiedler
- 5. Understanding the Model There is no one best style of leadership. Instead, a leader’s effectiveness is based on the situation. Leadership Styles Situational Favorablenessv.s.
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- 7. Leadership Styles Task motivated:primarily reaching a goal Relationship motivated: developing close relationship
- 8. LPC – leadershipinstruments To measure the leadership style Least Preferred Co-Worker (LPC) Scale High LPCs = Relationship-motivated Low LPCs = Task-motivated
- 9. Situational Variables Contingency theorysuggest that situations can be characterized in terms of three factors: 1. Leader-member relations 2. Task structure 3. Position power
- 10. Leader-member relation Consistof the group atmosphere and the degree of confidence, loyalty and attraction that followers fell for their leader. Atm: +++ subordinates trust, get along with their leader Atm: unfriendly Friction exists within the group
- 11. Task structure Considered asstructured when: the performer know the requirement clearly the path to accomplishing the task has few alternatives completion the task can be clearly demonstrated only limited number of correct solutions to task exist - Is the degree to which the requirements of a task are clear and spelled out - Task that are completely structured tend to give more control to the leader, whereas vague and unclear tasks lessen the leader’s control and influence.
- 12. Position Power Positionpower: the amount of authority the leader has to reward or to punish followers Includes the legitimate power Strong: a person has the authority to hire and fire or give raises in rank or pay Weak: vice versa
- 13. Situational Variables Themost favorable situation are those having good leader-follower relations, defined tasks, and strong leader-position power. (task-motivated) The least favorable situation are those having bad leader-follower relations, structured tasks and weak leader-position power. (task-motivated) The moderately favorable fall b/w these two extremes. (relationship-motivated)
- 14. Contingency theory isconcerned with a. Styles and Traits b. Situations and Styles c. Traits and Situations d. Skills and Styles b. Situations and Styles
- 15. How many factorscan situation be characterized? a. 1 b. 2 c. 3 d. 4 c . 3
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- 17. empirical research and predictivepower broaden our understanding of leadership provides data on leader’s styles that could be useful to organization in developing leadership profiles. do not require that leaders be effective in all situational It failed to explain fully why people with certain leadership styles are more effective in some situation than in others Fails to explain adequately what organization should do when there is a mismatch between leader and the situation The LPC scale does not seem valid on the surface because it does not correlate well with other standard leadership measures Unfriendly 1 2 3 4 5 6 7 8 Friendly Unpleasant 1 2 3 4 5 6 7 8 Pleasant Rejecting 1 2 3 4 5 6 7 8 Accepting Tense 1 2 3 4 5 6 7 8 Relaxed Cold 1 2 3 4 5 6 7 8 Warm Boring 1 2 3 4 5 6 7 8 Interesting Backbiting 1 2 3 4 5 6 7 8 Loyal Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive Guarded 1 2 3 4 5 6 7 8 Open Insincere 1 2 3 4 5 6 7 8 Sincere Unkind 1 2 3 4 5 6 7 8 Kind Inconsiderate 1 2 3 4 5 6 7 8 Considerate Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy Gloomy 1 2 3 4 5 6 7 8 Cheerful
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- 19. Conclusion - Natural leadershipstyle, and the situations in which it will be most effective. - The model says that leader are either task-focused, or relationship-focused. - It doesn’t allow for leadership flexibility, and the LPC score might give an inaccurate picture of your leadership style.
- 20. Thank you foryour attention!!