MBA_OB_unit 4_week 11_seq4_Contingency theories_Pandian_1 (1)

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Welcome to the session on Contingency Theories of Leadership. In this session we will understand

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about Contingency Theories of Leadership. Contingency Theory of Leadership definition.

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The Contingency Theory of Leadership poses that there is no single best relationship

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leadership style and the effectiveness of a particular leadership style is

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contingent upon various situational factors. Instead of advocating for one consistent

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leadership approach, the theory suggests that leaders should adapt their style based on the

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circumstances. Example, one task structure. If a task is clear, a directive leadership style might be

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more effective. Conversely, unstructured tasks may require a more participative approach.

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To Team Relations. A leader with strong rapport within the team might succeed with a more democratic

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type. While distressed must necessitate more authoritative approach.

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Internal and external environmental factors. Political forces and institutions. Inputs of resources,

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policy, theories and values. Sociocultural forces and institutions. Technological forces and institutions.

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Outputs of services provided behaviors changing goals and economic forces and institutions. They are called

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external factors. The internal environmental factors include technology, task, purpose and goals, people,

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manager and the organization structure. Fred Fiedler's approach. Fred Fiedler proposes a widely

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recognized situation-based model or leadership effectiveness. Fred Fiedler developed a unique

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operational technique to measure leadership style. Measurement is obtained from scores that indicate the

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least preferred co-workers . This LPC approach calculates the degree to which leaders favorably

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perceive their worst co-workers and relates to leadership style in the following manner. 1. The human

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relations or lenient style is associated with a leader who gives a relatively favorable description of the

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least preferred co-workers. 2. The task-oriented or hard-nosed style is associated with a leader who

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gives a very unfavorable description of the least preferred co-worker. This model contained the

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relationship between leadership style and the favorableness of the situation. Situational favorableness was

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described by Fiedler in terms of three empirically derived dimensions. The leader-member relationship

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which is the most critical variable in determining the situation's favorableness. 2. The degree of task

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structure which is the second most important input into the favorableness of situation. 3. The leader's

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position power obtained through formal authority which is the third most critical dimension of the

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situation. 4. Situations are favorable to the leader if all three of the above dimensions are high and vice

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versa. When Fiedler examined the relationship among types of leader situation favorably and task performance,

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the pattern diagrammed in the following figure emerges. 4. Situational favorability and performance

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effectiveness. 5. Situation is very favorable, the performance of task-oriented leader is high. If the situation is

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moderately favorable, the performance of relationship-oriented leader is high. If the situation is very unfavorable, the

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performance of task-oriented leader is high. If the situation is very favorable, the performance of the relationship-oriented leader is low.

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If the situation is moderately favorable, the performance of the task-oriented is low.

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If the situation is very unfavorable, the performance of the relationship-oriented is low.

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So, it is concluded that if the situation is moderately favorable,

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the performance of the relationship-oriented is high.

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The Pros and Cons of Fiedler's contingency model

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Pros

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Advantages

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It provides a rule of thumb to determine which leader is best for a job.

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It encourages leaders to practice self-awareness.

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It takes the situation into account as opposed to just the leader's style.

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It is easy to calculate and understand.

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Cons

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The Disadvantages

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It is overly rigid and theoretical.

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It does not explain what leaders who fail in the middle range of the LPC test should do.

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Self-assessment, example given in the least preferred of the test, is not always reliable.

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It can be discouraging to leaders who are already effective.

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Break for questions

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Which of the following are the motivations discussed in Fiedler's theory?

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Task and Play

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Task and Relations

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Work and Relations

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Extensive and Intensive

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Correct answer is Task and Relations

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Task in Fiedler's contingency model

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The Task Orientation

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The Task Orientation and Relationship Orientation of the leaders are considered.

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Leaders with a low LPC score gain satisfaction from DASH according to Fiedler's LPC Scale

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A.

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Developing Team Relationship

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A.

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Achieving Objectives

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C.

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Both A and B

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And D.

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Intensive Reward

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Achieving Objectives

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Fiedler's Contingency Theory

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So, Leaders with a low LPC score gain satisfaction from Achieving Objectives according to Fiedler's Contingency Theory

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Because Rewards and Relationships play a secondary role according to Fred Fiedler.

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In this session, we have understood about contingency theories of leadership. Happy learning. Thank you.

MBA_OB_unit 4_week 11_seq4_Contingency theories_Pandian_1 (1)

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