1

2

The leader

(trait, style, behavior, vision, charisma)

The task

(from holistic to reductionism, needing discretion or direction)The led (follower)

(motivations, readiness, attitudes)

The organization

(structural, political, moral purpose)

Contingency theory of leadership assumes that there is no one best way to lead. Effective leadership depends on the leader’s and follower’s characteristics as well as other factors in the leadership situation.

3

Fielder Contingency Model

House Path Goal Contingency Model

Vroom-Yetten’s Contingency Model

Hersey-Blanchard Situational Contingency Model

4

The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who studied the personality and characteristics of leaders.

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").

5

Identifying leadership style is the first step in using the model.

Fiedler believed that leadership style is fixed, and can be measured using Least-Preferred Co-Worker (LPC) Scale.

The scale asks you to think about the person who you've least enjoyed working with (at job, training etc)

6

You then rate how you feel about this person for each factor, and add up your scores.

If your total score is high, you're likely to be a relationship-orientated leader.

If your total score is low, you're more likely to be task-orientated leader.

7

Task-oriented style Relationships-oriented Task-oriented style

considerate style

8

Favorable leadershipsituation

Situation intermediatein favorable lenses for

leader

Unfavorable leadershipsituation

Leader’s Motivational Situational Favorableness Outcome

System

Major variables 1. Leader-Member

In Fiedler’s Relationships

Contingency Leadership Style 2. Task Structure Effectiveness

Theory 3. Leader’s Position

Power

9

Group performanceLeader’s LPC

Leader-member relationsLeader position power

Task structure

11

Situational variables (1) Organizational (4)

effectiveness

Leader behavior(3)

Personal attributes(2) Situational variables(1a)

Is there a Do I have Is the Is acceptance Do subordinates Is conflict

quality re- sufficient problem of decision share the organ- among subor-

quirement such information structured? by subordinates izational goal dinates likely

that one solu- to make a critical to to be obtained in preferred

tion is likely high quality effective im- in solving this solutions?

to be more decision? plementation? problem?

rational than

another?

A B C D E F

13

This model is used to select the leadership styleappropriate to the situation to maximize bothperformance and job satisfaction. Based on goalsetting and expectancy theory.

Clairify the follower’s path to the rewards thatare availble

Increase rewards the follower values and desires

Environmental contingency factors

•Task structure

•Formal authority system

•Work group

Outcomes

•Performance

•Satisfaction

Leader Behavior

•Directive

•Supportive

•Participative

•Achievement oriented

Subordinate contingency

factors

•Locus of control

•Experience

•Perceived ability

Task Behavior:The extent to which the leader engages in defining roles is telling what, how, when, where, and if more than one person who is to do what in:

• Goal-setting

• Organizing

• Establishing time lines

• Directing

• Controlling

Relationship Behavior: The extent to which a leader engages in two-way (multi-way) communication, listening, facilitating behaviors, and providing socioemotional support

• Giving support

• Communicating

• Facilitating interactions

• Active listening

• Providing feedback

16

Decision Styles

1. Leader-made decision

2. Leader-made decision with Dialogue and/or Explanation

3. Leader/follower made decision or follower-made decision with encouragement from leader

4. Follower-made decision

17

Ability: has the necessary knowledge, experience, and skill

Willingness: has the necessary confidence, commitment, motivation

FOLLOWER READINESS High Moderate Low

R4 R3 R2 R1Able and Able but Unable but Unable and

Willing Unwilling Willing Unwilling

or Confident or Insecure or Confident or Insecure

FOLLOWER DIRECTED LEADER DIRECTED

LEADER ATTITUDE S1 S2 S3 S4Telling Selling Participating Delegating

Guiding Explaining Encouraging Observing

Directing Clarifying Collaborating Monitoring

Establishing Persuading Committing Fulfilling

18

19