According to the contingency approach to leadership for a leader to be effective
Contingency leadership theory is a practice of leadership. It believes there is no singular best way to structure an organization. Instead, the best leadership style will be contingent on the situation. Show
Effective leadership is one of the most attractive qualities in an employee. There are a variety of theories that explore different leadership styles. Each approach has its take on what works best to boost team productivity. The contingency viewpoint will help you to -
So let’s take a closer look at contingency theory and its different models. We’ll also explore their biggest pros and cons. Jump to Section
What is Contingency Leadership Theory?The contingency theory of leadership effectiveness states that leadership styles are dependent on the situation. When determining distinct leadership styles, contingency theory highlights three main factors. They are as follows:
Contingency theory emerged in the 1960s. It is founded on the principle that no single leadership style is appropriate for every circumstance. The approach emphasizes the importance of -
The contingency approach to management is multifaceted and has many implications. In support of this theory, various contingency models of leadership were developed. What are the Different Contingency Leadership Models?Fred Fiedler Contingency Model or LPC Contingency ModelFred Fiedler, in the 1960s, developed one of the first contingency theories. In Fiedler’s Contingency Theory, leadership styles are fixed. You cannot change your style to suit the situation. Instead, it would be best if you put leaders into situations that match their style. Fiedler’s Contingency Theory has two factors: a) Leadership Style: In this factor, you determine your style of leadership. Fielder developed a scale called the least preferred co-worker scale (LPC). The scale asks you to do the two simple things to understand your leadership style-
According to this scale-
Criticism:
Situational TheoryPaul Hersey and Ken Blanchard developed the situational model in 1969. It was initially introduced as the “Life Cycle Theory of Leadership.” Later it was renamed “Situational Leadership Theory” in the mid-1970. Like all contingency theories, Hersey Blanchard Situational Theory also focuses on the situation. Hersey and Blanchard concentrate on the characteristics of followers to determine leadership behaviors. In this theory, Leadership style changes as per the follower’s ability and willingness. In 1977, Hersey and Blanchard both developed their divergent versions of this theory.
Situational Leadership Theory is a part of the two-factor theories of leadership- a) Leadership style: Hersey and Blanchard characterized leadership style into four styles. They named each style S1 to S4. The titles for three of these styles differ depending on the version of the model. The styles were characterized based on two behaviors-
In the Hersey and Blanchard Situational Leadership Model (I): S1: Telling or DirectingS2: Selling or CoachingS3: Participating or SupportingS4: DelegatingThe S1 leadership style puts high emphasis on directive behavior. This style has a soft focus on supportive behavior.The S2 leadership style puts a high emphasis on directive and supportive behavior.The S3 leadership style puts a high emphasis on supportive behavior. This style has a soft focus on directive behaviors.The S4 leadership style puts low emphasis on both directive and supportive behaviors.Individuals lack the specific skills required for the job at hand but are willing to work. They are novices but enthusiastic.Individuals can perform various tasks. However, they are demotivated and unwilling to do their jobs.Individuals are experienced. They can complete tasks but lack confidence and willingness to take on responsibility.Individuals are experienced. They can perform tasks well. These individuals are willing to do jobs and also take responsibility for it. b) Individual or group's performance readiness level: As per Hersey and Blanchard, the right leadership style depends on the person or group being led. Hersey and Blanchard situational leadership theory identified leadership styles into four maturity levels. They named them M1 to M4. Maturity level is a measure of an individual’s ability and willingness to complete a task. Blanchard’s Situational Leadership II makes some changes to the model. Blanchard’s Situational Leadership II relabelled the levels and considers development levels (D). Development levels are considered to avoid stigma around the idea of immaturity. In Blanchard’s version, he names these levels D1 to D4 and slightly alters D1 and D2. An individual’s development level is a combination of competence and commitment.
In Blanchard's Situational Leadership model (II): HighMediumMediumLowM4/ D4M3/ D3M2/ D1M1/ D2Competent and very willing (High competence and High commitment)Capable but unwilling (High competence and Low commitment)Unable but confident (Low competence and High commitment)Incompetent and insecure (Low competence and Low commitment)Followers are ready, able, and willing to perform. The followers are experienced at the required task. They are comfortable with their ability to do well.Followers perform well on their tasks with a developed skill set. However, they are not willing to do so.They are like M1 followers unable to perform a specific task, but they are willing to contrast. They are motivated to complete the job even though they lack specific skills. This follower style is often seen with new employees but lacks work experience.Followers lack the necessary skills to perform well in tasks. They are also unwilling and lack the confidence to deliver the job needed.Blanchard’s version of the Situational Leadership Model Competence and commitment are considered high.In Blanchard’s version of the Situational Leadership Model, commitment is variable. It starts as low and gradually grows more significant. It increases due to more self-esteem and confidence until a follower reaches D4.Blanchard decided to label this follower style with D1. D1 is the first stage of a follower’s development. As followers gain experience, they reach D2 and gain some competence. However, their commitment drops due to the complexity of tasks. Hence, Blanchard labels this follower style with D2 instead of D1.Blanchard labeled this follower style with D2 instead of D1. He views this follower style as the second stage in a follower’s development. Criticism:
Path-Goal TheoryThe path-goal theory was developed by Robert House, an Ohio State University graduate, in 1971. It was inspired by the work of Martin G. Evans (1970) and Victor Vroom’s expectancy theory of motivation (1964). The model specifies the following statements-
Path-Goal theory assumes that leaders are flexible. It believes that leaders can change their style as per different situations. The theory proposes two contingency variables-
Criticism:
Leadership Substitutes TheorySteven Kerr and John M. Jermier (1978) proposed the substitutes for leadership theory. This theory has evolved from path-goal theory. Leadership Substitutes Theory is a framework. It helps to interpret the contingent relationship between leadership behavior and the outcomes. Different situational factors can substitute, neutralize, or enhance leadership behaviors.
Kerr and Jermier measured these substitutes using a questionnaire. The questionnaire has the following characteristics:
Criticism:
Multiple-Linkage ModelGary Yukl developed the Multiple-Linkage Model in 1981. He proposed that the impact of leader behaviors on group performance is complex. The leader behaviors are composed of four variables-
Good Leaders can influence the variables in several ways. These variables moderate the leader’s impact on group performance. However, the effects of leader behavior depend on the situation. Intervening variables: Intervening variables consist of leaders’ behaviors that immediately affect employees’ job performance. A leader can influence subordinate performance by controlling the intervening variables. Many variables of a leader’s behavior and situation correlate to subordinate performance. Subordinate performance is dependent on four intervening variables:
Work unit performance depends on six intervening variables:
Situational Variables: The situational variables that influence the follower effort are-
In this model, two scenarios are possible-
The leader’s job is to correct deficiencies arising in the intervening variables. In the long term, the position of the leader is to improve situational factors. Criticism:
Cognitive Resource TheoryThe Cognitive Resource Theory (CRT) is a situational model. It is a reevaluation of the Fred Fiedler contingency model. Joe Garcia and Fred Fiedler, in 1987, developed this theory. The model has the following characteristics-
There are several prepositions of cognitive resources theory:
Criticism:
Normative Decision TheoryVictor Vroom and Phillip Yetton, in 1973, developed the normative decision theory. Arthur Jago later collaborated in 1988 to revise the normative decision model. It helps to know how much employee involvement is necessary to make decisions. Unlike other leadership theories, the normative decision theory defines five different decision styles. Vroom and Yetton specify decision effectiveness depending on two intervening variables:
Decision quality and decision acceptance gets affected due to the following variables-
Vroom and Yetton identified five aspects of the situation. These aspects mediate the effectiveness of the decision procedure, which relates to-
These questions are on decision quality, commitment, problem information, and decision acceptance. These questions help to determine the level of follower’s involvement in decision-making. The proposed questions of the revised model are as follows:
Also, the new model suggests guidelines like-
Criticism:
TakeawayContingency theory is beneficial to organizations. It is helpful because of its potential for learning from specific situations. The leadership lessons help to influence future management of the same or similar conditions. The ability to adapt to external pressures and changes is also an advantage. The contingency theory approach is practical when integrated into organizational theory. The theory integrates various management approaches. It proposes that there is no one best way to organize or lead a company. Several models attempt to understand the relationship between style and situation. These models help frame the contingency viewpoint among leaders. This article is written by Tanya Ahmed, a Digital Marketer of Vantage Circle, a cloud-based employee engagement platform. She is a leadership enthusiast with a post-graduate MBA in Leadership from Queen Mary University of London. Her experiences range from various fields, including Customer relationships, Content Creating, Sales and Marketing. For any related queries, contact [email protected]. What is the contingency approach to leadership?The contingency theory of leadership states that effective leadership is contingent upon the situation at hand. Essentially, it depends on whether an individual's leadership style befits the situation. According to this theory, someone can be an effective leader in one circumstance and an ineffective leader in another.
Which of the following statement is true of the contingency approach to leadership?Which of the following statements is true of the contingency approach to leadership? The needs and maturity of followers make a significant difference to the best style of leadership.
Which contingency approaches that believes that leadership is effective when leader's style is appropriate to the situation?Summary. Fiedler's Contingency Theory states that, for a leader to be effective, their leadership style must fit the situation. Using this model, you'll identify your own leadership style, assess the situation that requires leadership, and determine whether you're the right leader.
What are the 5 contingency approaches to leadership?Also called “the Vroom-Yetton contingency model," this particular theory believes decision making is a crucial element of leadership and determines the relationship between the leader and their team members.. Autocratic (A1) ... . Autocratic (A2) ... . Consultative (C1) ... . Consultative (C2) ... . Collaborative (G2). |