Leadership Theory: The Contingency Theory Of Leadership

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Contingency theory though developed by some researchers in Ohios University in 1940s but, it was popularized by Fiedler in 1967. The theory according to Fiedler (F1967) saw leadership behavior as a functions of three situational factors: leader–member relations which is the degree of confidence, trust, and respect members have in their leader; task structure which is the degree to which the job assignments are procedurized (that is, structured or unstructured); and position power which is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.
Alignment with this, the following mathematical model: SL=F (L, F, and S), where SL is successful leadership, F is function of and L, F, S, are the leader, the follower and the situations respectively have increasingly gain ground in explaining leadership
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Deluga (2016) also indicated that when compared to employee’s orientation in U.S., China and some other countries, the employees in French have a more bureaucratic view of leaders and are less likely to expect them to be humane and considerate. These orientations of employees in France however differ from the values/orientation of employees in Brazilian employees as Deluga (2016) findings suggested that expatriates manager leading a team in Brazil would need to be team oriented, participative, and humane as this will make them to succeed best in this
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