Fiedler’s Contingency Theory of Leadership states that your effectiveness as a leader is determined by how well your leadership style matches the situation. Show
Contingency Theories BackgroundFiedler’s Contingency Theory isn’t the only contingency theory. Contingency theory is a general theory which says that there is no one singular best way to structure your organization and lead your team. Instead, the best way to do this will be contingent on the situation. So, contingency theories examine how best to run your team or organization given different situations. Another way to say this is that the best leadership style will be contingent on the situation. Fiedler’s Contingency TheoryFiedler’s Contingency Theory, just like all contingency theories, states that there is no one best way to lead your team. The best way to lead your team will instead be determined by the situation. It is important to realize that in Fiedler’s Contingency Theory your leadership style is fixed. You cannot change your style to suit the situation. Instead, you must put leaders into situations that match their style. This puts the theory at odds with more modern contingency theories such as situational leadership. There are two important factors in Fiedler’s Contingency Theory: leadership style and situational favorableness. 1. Leadership StyleThe first step in using the model is to determine your natural leadership style. To do this, Fiedler developed a scale called the Least Preferred Coworker (LPC). To score yourself on this scale you have to describe the coworker with whom you least prefer to work. What do you think about those people you least prefer working with? Well, according to the model, the more favorably you rated the person you least prefer to work with the more relationship oriented you are. The less favorably you rated the person you least like working with the more task-oriented you are. So, in a nutshell:
Task-oriented leaders tend to be good at organizing teams and projects and gettings things done. Relationship-oriented leaders tend to be good at building good relationships and managing conflict to get things done. 2. Situational FavorablenessThe next step is to understand the favorableness of the situation you face. This is determined by how much control over the situation you have as a leader (situational control). Determining situational favorableness is done by examining the following three factors: a. Leader-Member RelationsThis factor measures how much your team trusts you. Greater trust increases the favorableness of the situation and less trust reduces it. b. Task StructureThis factor measures the tasks that need to be performed. Are they clear and precise or vague? Vague tasks decrease the favorableness of the situation and concrete and clear tasks increase it. c. Position PowerThis is determined by your authority, meaning the power you have to reward or punish your subordinates. As you might expect, having more power increases the situational favorableness. Using the ModelTo use Fiedler’s Contingency Theory of Leadership follow these steps. Step 1. Identify your Leadership StyleThe first step is to determine your preferred leadership style using the LPC scale. You can use the following table to score yourself on the LPC scale. Fill in your answers keeping in mind the one person that you least like to work with.
You can now calculate your LPC score by totaling all the numbers you circled. You can interpret your score as follows:
Step 2: Understand your SituationTo understand the situation you are facing answer the following questions:
The easiest way to do this is to score each answer from 1 to 10, with 10 representing the highest value. Step 3: Find the Right Leadership StyleNow that we understand how we like to lead, and we understand the situation we are facing, we’re in a position to determine if we have the right style for the situation we’re facing. The table below allows you to determine your results: This table is showing us what Fiedler found to be the best leadership style given different combinations of the situational factors. Note that the red line in this diagram represents task-oriented leaders, and the yellow line represents relationship-oriented leaders. In general, you can see that when situations are highly favorable or highly unfavorable the task-oriented leader is most effective. It is only in the middle area, where situational factors are mixed, that the relationship-oriented leader is most effective. From Fiedler’s perspective, you would place leaders into situations that are most suited to their style. However, a more modern approach is to adapt your style according to the situation. Contingency Theory ExamplesExample 1: PizzaHut Restaurant ManagerIn this example, we’re going to imagine that you have been newly appointed the manager of a PizzaHut restaurant. In this scenario we might expect the following situational factors:
According to Fiedler’s Contingency Theory of Leadership, and using our table above, a relationship-oriented leader is best suited to this type of role. Example 2: Software Development ManagerIn this example, we’re going to imagine that you’ve just been promoted to be the manager of a software development team you’ve been working in for two years. In this scenario, the situational factors might look something like this:
According to Fiedler’s Contingency Theory of Leadership, and using our table above, a task-oriented leader is best suited to this type of role. Advantages and DisadvantagesThe advantages of Fiedler’s Contingency Theory of Leadership are:
The disadvantages of Fiedler’s Contingency of Leadership are:
SummaryFiedler’s Contingency Theory of Leadership states that your effectiveness as a leader is determined by how well your leadership style matches the situation. The theory is based on the premise that each of us has one and only one leadership style which can be scored on the Least Preferred Co-worker (LPC) scale. Using this LPC scale you are either a relationship-oriented leader or a task-oriented leader. According to Fiedler, task-oriented leaders get the best results when faced with strongly favorable or strongly unfavorable situations. In situations of mixed favorableness then relationship-oriented leaders get the best results. What are the three situational characteristics according to Fiedler's contingency theory?The three situational characteristics, according to Fielder's contingency theory, are leader-member relations, task structure, and leader's position power.
What are the situational factors in Fiedler's contingency model?The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors – "leadership style" and "situational favorableness" (later called "situational control").
What are the three 3 major contingency theories of leadership?While all of these contingency leadership models are similar on the surface, they each offer their own distinct views on leadership.. Fiedler's Contingency Theory. ... . Situational Leadership. ... . Path-Goal Theory. ... . Decision-Making Theory.. What are the three contingency variables measuring situational control?The contingency variables are business strategy, external environment, company size and type.
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