Leadership is a development of an individual who influences a group of individuals in order to achieve a goal. This influential process is to ensure the betterment and positive development of an organization. (Northouse, 2007)
Leadership involves people and is only thorough when there are followers. Sometimes, the leaders themselves become followers (Daft, 2008). The leaders are responsible for their act and virtue which will bring changes to the organization as to what both they and their followers want.
In this assessment, I will explain the group of contingency theories and the different effect of a leader’s behaviour on how subordinate motivation and performance are presented.
Path-goal theory
The Path-goal model
…show more content…
According to Fiedler, the type of leadership exercised depends on the situation and the ability of the leader to diagnose it and act accordingly (Armstrong, 2009). Fiedler uses the distinction between task-oriented and relationship-oriented leadership style, and relate these leadership styles to different types of situation in order to determine what contingencies make one or another style effective.
The main idea of this early theory is that leadership effectiveness (in terms of group performance) depends on the interaction of two factors: the leader's task or relations motivations and aspects of the situation. The leader's task or relations motivation is measured through the Least Preferred Coworker 1 scale (LPC). This scale asks leaders to recall a coworker (previously or currently) they work with least well and to characterize this individual with ratings on a series of 8-point bipolar adjectives (distant – cold). High LPC scores reflect more positive descriptions of the least preferred coworker, whereas low LPC scores evidence more negative perceptions. Essentially, a leader with a high LPC score is well-liked by the organization but needs to maintain harmonious interpersonal relationships with fellow co-workers and subordinates, whereas an individual with a low LPC score needs to focus on task accomplishment for the organization but is very likeable amongst subordinates and co-workers (Aamodt, Michael G, and Michael G Aamodt,
Accordingly, Fiedler’s contingency template speculates that the circumstances determines the method of leadership and encourages the conduct of a manager. Fiedler 's contingency philosophy is one contingency concept which maintains that applicable management is contingent not merely on the approach of leading but on the influence over the circumstances. Therefore, there must to be effective leader-member interactions, assignment with well-defined objectives and processes, and the aptitude for the leader to administer incentives and reprimands. Deficiencies of these three in an amalgamation and circumstance will bring about leadership catastrophe. Fiedler constructed the least preferred co-worker (LPC) hierarchy, where a leader is queried what personalities can be attributed to the colleague that the leader enjoys the least. (Leadership-Central.com,
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...
The basic premise behind trait theory was that are leaders born or made. Leaders trait research examined the physical, social as well as mental aspect of a individual. In general these studies simply look for significant associations between individual traits and measure of leadership effectiveness. The initial result was that leader trait was that there were no universal traits that consistently separate effective leaders from other individual but in final result explain that that early research considered the impact of situation variables that might moderate the relationship between leader trait and measure of leader effectiveness. Therefore due to lack of consistent findings l individual traits to leadership effectiveness, studies of leader traits were largely abandoned in 1950. Contingency approach is also an important approach in leader subject, this approach was first to specify how situational factor interact with leader traits and behavioral which influence leadership quality and its effectiveness of a person. According to theory leader should make contact with subordinates goal attainment, strengthen subordinates ' expectancies that improved performance will lead to valued rewards, and provide coaching to make the path to payoffs easier for subordinates. Path-goal theory suggests that the leader behavior that will accomplish these tasks depends upon the subordinate and environmental contingency factors. But this approach has not been successful as it has been criticize on both theatrically and method approach However, it remains one of the better-known theories of leadership and offers important in stories of the interaction between subordinate and
First of all, I would like to define leadership by quoting Chester I. Barnard: “Leadership is the quality of behavior of individuals whereby they guide people or their activities in organising efforts”. In my opinion this statement is absolutely true and explains the term in its best way. Therefore, it would be logical to state that leader is the person who is at the center of the power structure of the group, the one who keeps everyone in the group together, forms the goals and motivates people to achieve those goals. Leadership is a very influential chain of actions. Only leader is to shape and regulate, control and change various things inside the group like attitude, behavioral norms, and performance. Mostly, leaders
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Another popular definition of Leadership is — a process whereby an individual influences a group of individuals to achieve a common goal. The word “leadership” has been used in at least three different ways. Occasionally it refers to a position within an organization,
Leadership is the procedure of influencing others to comprehend and concur about what should be done and how to do it, and the procedure of encouraging individual and aggregate endeavors to achieve shared targets/goals.
According to Northouse 2010, Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. By this definition, a leader is a person who rules or guides or inspires or influences others. A leader is someone other people are willing to follow, almost without question. A leader may not always make the right decision, but are confident in the decisions that they make. Leaders are not afraid to admit when they are wrong, they accepts responsibility and a leader know when to change direction when a wrong choice has been made. For, even after a few mistakes, a true leader will not lose the confidence of his or her followers; he will rally the followers to move together while creating opportunities for doing the right thing.
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
According to Business Dictionary.com, leadership is defined as the individuals who are the leaders in an organization, regarded collectively. It also can be define as the activity of leading a group of people or an organization or the ability to do this. Leadership involves the establishing of a clear vision, sharing the vision with other so that they will follow willingly, providing the needed information, knowledge, and methods to realize the vision and coordinating and balancing the conflicts interests of all members and stakeholders.
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 theory is a trait-based, leader-match theory, meaning that leader selection depends on that person’s compatibility to the situation (Kelly 200). The Vertical Dyad Linkage Theory model is based on the belief that “leaders and followers mutually influence each other’s behavior, and focuses on the dynamic interchange between leader and follower dyads” (Kelly 202). The Vroom-Yetton Contingency Theory is a behavior theory that mainly focuses on improving the effectiveness of leaders by encouraging their examination of situational characteristics (Kelly
According to Shockley and Zalabak (2009) "Leadership is a process of guiding individuals, groups, and entire organization in establishing goals and sustaining action to support goals.Leadership is like mapping out where you need to go to win". A Leader is a person who has a strong personality and who has an ability to manage people and work. He is also the person who is able to direct people .Usually a leaders has a lot of attributes that
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.
The behavior approach refocuses the interest from the traits to the leaders ' behavior. Leaders ' behavior becomes more important than their physical, mental or emotional traits. Ohio State University and the University of Michigan developed the two main studies of this approach in the late 1940s and 1950s. The studies have recognized two main behaviors: people-oriented and production-oriented behavior. According to the leader behavior approach, there are several behaviors that would be invariably effective for leaders, but empirical research does not show a strong relation between task-oriented or person-oriented leader behaviors and leader effectiveness.
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.