Contingency Theory of Leadership

Victor King

Columbia Southern University

4/10/15

Contingency theory gives specified details about behavioral theory which proves that there is no best way of leading. An effective leadership style may not be successful at certain times. The effect of unsuccessful leadership is that leaders, who are effective at a certain place, tend to fail in offering leadership in other sectors.

Contingency model explains that leadership styles can’t be verified by behavioral models. The way a certain organization operates is determined by leadership style which is adopted. There are several contingency models which exist and which understand the relationship between organizational situations and styles. These contingency models include:

· Fielder’s contingency model

· Path-Goal theory

· Hersey-Blanchard situational model

· Vroom-Yetton Leadership model.

The Fielder’s model gives assumptions that an organizational performance depends on leadership style in terms of relationship and task motivation amongst the individuals who work there. Also situational favorableness is characterized by the task structure and position power in the organization. The relationship between the leaders and workers is also determined by the situational favorableness. The way a leader relates to the workers is determined at the rate at which a leader is supported and accepted by the workers in that organization. Clear goals and procedures developed by an effective leader help in the way a task is structured and also defined. A leader is able to control his or her subordinates through rewards (Fiedler, 1963).

Leaders who are highly motivated by the kind of good relationship in the organization are highly effective in favorable situations. Fielder’s contingency theory gives the suggestion that it is always easier for leaders to change the organizational situations in order to achieve effective goals instead of changing their leadership style (Fairholm & Fairholm, 2009).

The Path-Goal theory gives suggestions that performance, motivation and satisfaction of an organization by a leader by offering rewards to the subordinates due to the achievements of organizational goals. The performance is also affected by avoiding and eliminating performance obstacles. Certain clarification path towards the realization of organizational goals may affect the satisfaction and performance of leaders. Different leadership styles can be adopted for the purposes of providing and ensuring that there is effective leadership in an organization.

Leadership styles include directive, participative, achievement and supportive leadership. The existence of good relations only exists with the group and sensitivity presented and shown by the subordinates. Decision making processes are based on the organizations’ consultation and the kind of information shared within the organization. Goals which pose challenges in attaining them require a high performance by showing confidence in attaining them (Tokman, 2007).

Hersey-Blanchard situational theory is a contingency model whereby the leadership style is related to the maturity of workers in an organization. Job and psychological maturity is considerable in enhancing self confidence and the readiness to accept responsibility. The Vroom-Yetton leadership model helps in making decisions in the organization. Decision making involves solving problems using available information. Leaders are supposed to discuss the problems with the other subordinates before they decide to make decisions (Lussier & Achua, 2010).

Contingency model helps in measuring the effective of the performance of a particular group in terms of the leadership style and the situation of the group. It helps in management by choosing suitable leaders for each work group type. The contingency model helps in giving organizations a quick method of identifying the perfect and potential leaders for a certain group. The model gives the management of a certain organization the choice of creating effective groups by providing well identified tasks and also increasing the leader’s ability to provide rewards to the subordinates of the group.

References

Fiedler, F. E. (1963). A contingency model of leadership effectiveness. Durham, N.H: University of New Hampshire. Library.

Lussier, R. N., & Achua, C. F. (2010). Leadership: Theory, application, skill development. Australia: SouthWestern/Cengage Learning.

Tokman, M. (2007). Managing cooperative relationships: A contingency model for manufacturing firms.

Fairholm, M. R., & Fairholm, G. W. (2009). Understanding leadership perspectives: Theoretical and practical approaches. New York: Springer.