INTRODUCTION
Fiedler’s Contingency Model is known as a leader-match theory (Fiedler and Chemers, 1974). This means that it will try to match leaders depending on the situation (Northouse, 2013). The reason for the model being called contingency is because effective leadership is contingent on matching a leader’s style to the right setting (Northouse, 2013). Contingency Theory focuses on leadership effectiveness based on the leader’s style and the type of situation (Ayman, Chemers, & Fiedler, 1995). The model is used to predict leaders, depending on their motivations, who will be successful in high or low control settings (Ayman et al., 1995). The constructs of the model include leader’s characteristics, situational control and leadership effectiveness
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According to Northouse (2013), leadership styles are described as task-motivated or relationship motivated. Task-motivated leaders are focus on task accomplishment and reaching their goal (Daft, 2015; Northouse, 2013). Relationship-motivated leaders are sensitive to other’s people feelings and concerned with developing close interpersonal relationship (Daft, 2015; Northouse, 2013). A leader’s style can be measured by the Least Preferred Co-worker (LPC) scale.
IDENTIFY THE LEADERSHIP
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The theory has been in vast amount of empirical studies along with two meta-analyses (Ayman et al., 1995). Although both meta-analyses have supported the theory; they both have provided recommendations to improve the theory (Ayman et al., 1995). One of the consistent criticism of Fiedler’s contingency model theory research is that all the studies have a small sample sizes (Peters et al., 1985). With the limited sample size, it makes it impossible to detect the true effects with the correlations (Peters et al., 1985). Since the sample is small, there is no way to use the traditional significance which allows for incomplete support of Fiedler’s Contingency model theory no matter what the results reveal (Peters et al., 1985). Another thing that the Contingency Theory fails to explain is why leadership styles are effective in some situations and not in others (Northouse, 2013). According to Fiedler (1993), he called this the “black box problem” because it cannot be explain why task-motivated are effective in extreme situations and relationship-motivated are effective in moderately situations. According to Northouse (2013), the explanation for why they are effective is not adequate enough for the critics. Another criticism is the application of the Contingency Theory in the real world (Northouse, 2013). This is because determining the leader’s LPC scale and the three situational variables
2) “Attitude reflects leadership, captain”. That shows that Julius is satisfied by the way his captain is thinking. Managerial leadership has influenced organizational activities in many ways. These influences include motivating subordinates, budgeting scarce resources, and serving as a source of communication. We are referring to the LPC contingency theory. "The first and perhaps most popular, situational theory to be advanced was the ‘Contingency Theory of Leadership Effectiveness' developed by Fred E. Fiedler" (Bedeian, Glueck 504). This theory explains that group performance is a result of interaction. (Online reviews)
Relation Between Styles and Situations: This is the concluding component of Fiedler’s contingency representation, wherein he discussions the connection linking the circumstances and the suitability of leadership design. In accordance to Fiedler’s representation, the leadership efficiency is contingent on the circumstances, while one approach benefiting one condition may not automatically be applied in another. Consequently, it is the circumstances that provide an opening for the leader to encourage their underlings through the appropriate style of leadership technique. (Business Jargons, n.d.)
The theory reduces the expectations from the leader, instead focuses on matching the leader to a task
The main emphasis of Fidler’s contingency model of leadership effectiveness is on the interaction between a leader’s style of leadership and the favorableness of the situation for the le...
According to Fiedler (cited in Bolden, Gosling, Marturano & Dennison, 2003)., there is no single characteristic or trait that will create a successful leadership style. Rather, he argues that situations actually shape a general leadership style of a manager. Bolden, Gosling, Marturano and Dennison (2003) have observed that within an environment with repetitive tasks, the most effective leadership style might be a directive one, while a participative leadership style might be required in a dynamic environment. Being an effective leader means to control important specific situations. Taking into account these situations, Fiedler presented three situational components that are considered essential for an effective leadership: leader-member relations, task-structure and position power.
The situational leadership theory states that leaders use different styles and strategies depending on the situation. There are two models that support this theory. The Fiedler’s Contingency Model of Leadership Effectiveness states that an “effective leadership occurs only when there is an ideal match between the leader’s style and the group’s work situation” (pg
I also took the DiSC Work of Leaders Profile to analyze my style. The results indicate I fall between Steadiness and Conscientiousness, leaning more towards Steadiness which gives me the style SC. The three leadership priorities closest to my style dot of SC reveal I am humble, inclusive and deliberate. This indicates I like a work environment of collaboration assisting others in achieving their goals. People see me as calm, reliable, dependable and sensible. ...
Based on Burns (1978) there are two types of basic leadership styles, transformational and transactional. Transactional leaders are in contact with an individual for an exchange that will occur between them while transformational leaders motivate and connect with their followers
For example, under this theory the leader would employ High Directive/High Support leadership behaviors to the Disillusioned Learner. Ideally, the leader helps the followers as they progress through the stages to achieve the Self-Reliant Achiever/Delegating level. While I do not necessarily fully subscribe to the theory, it does seem to have merit and I do believe that it is important for an effective leader to have the capability and flexibility to adapt his or her style to the needs of the followers in order to encourage everyone’s success. I also believe that an effective leader plays a significant role in promoting and molding individuals’ readiness as it relates to motivation and commitment. As such, I developed my leadership assessment with these points in mind. The assessment focuses on 14 attributes that I believe are important not only for a leader to be successful within the parameters of the SLT, but...
The path-goal theory is derived from the expectancy theory and contains four types of leadership behaviors: directive, supportive, participative, and achievement-oriented (Whitener, 2007). Directive leaders provide clear task instructions, timeline for task completion, and standards of expectancy and how to accomplish the task (Northouse, 2010). Supportive leaders are friendly and approachable, treat followers as equals, and attempt to make the work pleasurable for the follower (Whitener, 2007). A participative leader shares decision making with followers and integrates their suggestions and feedback into the task goals (Northouse, 2010). Finally, achievement-oriented leaders challenge followers to achieve excellence by encouraging them to work at the highest level of achievement possible (Northouse, 2010).
Fiedler’ model is considered the first highly visible theory to present the contingency approach. It stated that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader (Fiedler, 1967). Fiedler argued that the leadership style could be indentified by taking a Least Preferred Co-worker (LPC) questionnaire he designed. When evaluating a least enjoyed co-worker, a relationship oriented leader scores high in LPC, while a task oriented leader scores low. Fiedler identified three contingency or situational dimensions: leader-member relations, task structure, and position power. A leader will have more control if he has better leader-member relations, high structured job, and stronger position power. The task-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations. Feedler views an individual’s leadership style as fixed. To assure leader effectiveness, either situation needs to change to fit the leader or the leader needs to be replaced to fit the situation. But in reality, a leader can not use a homogeneous style to treat all their followers in a similar fashion in their work unit (Robbins & Judge, 2011, p. 382).
Trait theories are theories that consider personal qualities and characteristics that differentiate leaders from nonleaders." Early results aimed at confirming this theory were inconclusive. Many research studies were conducted and each identified key traits supposed to differentiate leaders from nonleaders. The problem is that they didn't get the same results, thus failing to discover common traits, which should have shown in each research study. When applying the Big Five Personality framework (extraversion, agreeableness, conscientiousness, emotional stability and openness to experience) to the study and research of leadership traits, results were more encouraging. They showed that the most important trait for leaders was extraversion. Still, this founding sh...
When in a leadership role, it is important to consider both the task and relationship aspects of a situation. Both of these aspects are essential in order to achieve the goal successfully. Task aspects are more or less directly related to achieving the end goal. It incorporates the actions required from a leader’s followers in order to achieve the desired results. It is much more geared towards performance than the relationship aspects are. Looking at the relationship side of leadership, it focuses more so on the followers and their well-being. A leader who is more relationship oriented will spend more time talking to their followers and trying to understand how to motivate them. They try to make more of a personal connection than task-oriented leaders do.
Fiedler’s Theory is stated in the power point presentation as the association between leadership orientation and group effectiveness is contingent on how favorable the situation is for exerting influence. If there is some catastrophe which will befall a group or set of individuals if a task is not complete, then that group will be more effective as they are motivated to complete that task to avert that particular catastrophe.
called the father of situational theory. He is a scientist who studied the “personality &