Contingency Leadership Case Study

Contingency theory and situational view. Contingency theory, developed by Fiedler (1967), is similar to situational theory, in that the leader applies various leadership methods; however, the similarities end there. Rather than adapting to situations, the contingency leader adapts least favored-worker concept to draw the disinterested or less skilled worker into the environment (Fiedler, 1967). Contingent reward offers a kind of acknowledgement or feedback that motivates the quality of affiliation between transactional leaders and their followers. The contingent reward style delivers optimistic support by identifying or gratifying a follower when he or she achieves targeted objectives (Bass, 1985; Hater & Bass, 1988).

Fiedler’s (1967) basic and relatively simple principle is that administration’s achievement is an assignment corresponding with to the decision maker’s model and management condition. If the leaders’ model fits the circumstance, the management will be effectual; if the management’s type does not correspond, the manager will be unproductive (Navanhandi, 2006). The contingency theory of leadership is one of the greatest valid and dependable measures of an individual 's leadership prospective (Waters, 2013). There is the necessity for the present day SAHC leaderships to be identified with contingency leadership style.

When a task is successful, however, task-motivated leader is comfortable with particulars and with checking routine events (Fiedler & Chemers, 1984). Leaders who have high LPC scores rate their least-preferred coworker relatively positive, describing that person as loyal, sincere, warm, and accepting; they are relationship motivated. Relationship motivation means that interpersonal relations are the main motivator for the person (Navanhandi,