Anda di halaman 1dari 14

FIEDLERS CONTINGENCY THEORY

By
Nisha kp
1
CONTINGENCY APPROACHES 0

Relationship between leadership style and situation


• Theories that seek to define leadership style and answer:

 ‘ if ’ this situation, ‘ then ’ this is the best style to


use.

Ø Hersey and Blanchard Situational Theory

Ø Fiedler’s Contingency Theory

Ø Evans and House Path Goal Theory


2
ASSUMPTIONS
Ø A certain leadership style should be most effective in
different types of situation.

Ø Leaders do not readily change leadership styles

Ø Matching the leader to the situation or changing the


situation to make it favourable to the leader is
required

3
Putting Leaders in the Right Situation:

FIEDLER’S CONTINGENCY THEORY

ness
Favorable
Situational
Group
Performance =
Leadershi
p
Style

4
Putting Leaders in the Right Situation:
FIEDLER’S CONTINGENCY THEORY

1.Least Preferred Coworker

2.Situational Favorableness

3.Matching Leadership Styles


to Situations
5
STEP1: LEADERSHIP STYLE
LEAST PREFERRED COWORKER

• Leadership style is the way a leader generally behaves toward


followers
– seen as stable and difficult to change

• Style is measured by the Least Preferred Co-worker scale (LPC)


– relationship-oriented

– task-oriented

6
LEADERSHIP STYLE:
LEAST PREFERRED COWORKER SCALE

7
STEP2: SITUATIONAL FAVORABLENESS

The degree to which a particular situation either


permits or denies a leader the chance to influence the
behavior of group members.

Three factors:
ØLeader-member relations
ØTask structure
ØPosition power
8
SITUATION CLASSIFICATION AND LEADER TYPE
Octant I ii Iii iv v vi vii
viii
Leader member
relation GOOD POOR

Task structure unstructured


structured structured unstructured

Position power High low High low High low High low

Recommended Task motivated(low LPC) Relationship motivated Task motivated


leader type Socio independent(medium(high
LPC)LPC) (low LPC)

9
Findings from Fiedler Model

10
 A leader needs to know two things in order to use
fiedler’s contingency theory:

• The leader should know whether he/she has a


relationship- or task-oriented style.

• The leader should diagnose the situation and


determine whether leader-member relations,
task structure, and position power are
favorable or unfavorable.
unfavorable
11
EVALUATION
• “a measure in search of meaning”
• Its like trying to hit a moving target
• Research shows behavior doesn’t always reflect LCP score
• Group performance effect leader – member relation and
LCP score
• High & low LCP score can be effective in different
situation

12
SUMMARY
Taskmotivated leader Relationship Task motivated
perform best when motivated leader leaders perform best
they have the most perform best when when they have low
control (highly they have moderate control
favorable). control (highly unfavorable)
(moderately
HIGH favorable) LOW
AMOUNT OF SITUATIONAL CONTROL BY
LEADER MODERATE
Leader – member Leader – member

relation are good relation


Both favorable and are poor
Task is well structured unfavorable factors

are present Task is poorly

Leader has high structured


position power
Leader has a low
13
position power

Anda mungkin juga menyukai