Fiedler's Contingency Theory Related To Leadership

Leaders have a “the ability to influence a group toward the achievement of a vision or set of goals” (Robbins & Judge, 2007, p. 402). In the past leaders have been described by certain traits or characteristics. These traits can help an organization identify potential candidates who may be strong leaders. Later behavior approaches of leaders were identified that could be taught. In short, leaders could be made. Situations have an impact on which leader behaviors will be most effect at any given time. Several contingency theories have been formulated over the years to identify how situations influence leadership behavior. Each style has strengths and

Leadership theories in and of themselves carry negative and positives characteristics. Within the various theories lie strengths and weaknesses that when applied to complex problems can highlight each one respectively. As I examine a few theories, I will look at the strengths and weaknesses of each and determine when and with which situation would these theories best be utilized. Collective leadership or distributive leadership, and leader-member exchange are both theories that incorporate specific team or group mentalities.

Research on leadership is a subject that has been approached in many different ways. Theories on leadership can be classified according to the type of variable that is emphasized the most. Three types of variables relevant to these theories include (1) characteristics of leaders, (2) characteristics of followers, and (3) characteristics of the situation (Yuri, G., 2010). In the textbook Leadership in Organizations, Yuri, G. classifies these theories into the following five approaches: (1) the trait approach, (2) the behavior approach, (3) the power-influence approach, (4) the situational approach, and (5) the integrative approach. This paper briefly discusses the situational approach of studying leadership.

Fiedler’ model is considered the first highly visible theory to present the contingency approach. It stated that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader (Fiedler, 1967). Fiedler argued that the leadership style could be indentified by

The contingency model of leadership is based upon the relationship between three aspects of leader-follower-situation model. Apart from this contingency model, leaders are assumed to act in a flexible manner.

Situational leadership theory and path-goal theory both recognize the importance of factors beyond the individual leader that must be considered when developing an effective leadership plan. For a team that has a high ability and considerable experience where they are both willing and able (R4), directive leadership is likely to be perceived as redundant. Therefore, being a supportive leader and using a delegating style will be more effective for a team who does not need a leader to tell them what to do. For a team that has

Another theory that significantly provides the practical tools to become an effective leader is the Contingency Theory. Fiedler formulated contingency theory in 1958 to stress

Situational Leadership is also called as Hersey-Blanchard Situational Leadership Theory. Paul Hersey the author of "Situational Leader" and Ken Blanchard the author of " The One Minute Manager" are the one who introduced this theory (Hersey-Blanchard Situational Leadership Theory, 2010-2015). The principle behind this theory is that every theory is not perfect in itself and the effectiveness of the theory is determined by the situation (Kreitner, 2013, p. 472). One of the important lesson that I have learned till this day is no one can be prepared for the upcoming problems. Problems may have same nature but may be different in the way it has to be solved. For instance: A Leader may motivate an employee by increasing salary but the same tactics may not work for another employee. Another employee may be seeking challenging job which may influence him/her to

However, this theory do have certain loopholes as it wholly focuses upon the in build characteristics of a leader rather than putting importance upon the circumstances. In certain cases, it is seen that a leader, in spite of being a great leader cannot take active part in accordance with the adversity of a situation (McCleskey, 2014). Therefore, this company puts maximum pressure on their leaders as it also follows the contingency theory that denies any specific way or skills of a leader. (Refers to appendix 2)

The Great Man theory assumes that the traits of leadership are instinct; this simply translates to the idea that great leaders are born not made (Greenleaf, 1977). Trait Theory of Leadership focused on analyzing mental, physical and social characteristic in order to gain more understanding of what characteristic or the combination of characteristics leaders had in common. The Contingency Leadership theory argues that there is no single way of leading (Greenleaf, 1977). The situations specific needs will require a particular leadership style. Transactional Theories is characterized by interactions made between the leader and the followers; valuing the positive and mutually beneficial relationship, or in laments terms punishment and reward systems (Greenleaf, 1977).

The Contingency Theory applied to factors unique to each situation to determine whether specific leader characteristics and behaviors will be effective. Researched findings credit Fiedler 's contingency theory as the first to specify how situational factors interact with leader traits and behavior to influence leadership effectiveness. This theory suggests high interest in the situation determines the effectiveness of task- and person-oriented leader behavior.

Traditional theories of leadership were more concentrated on behaviours and traits of leaders, and how they affect subordinates in the workplace. Then came contingency theories, which took into account situational/contextual factors. Newer theories have come up, which introduced the idea that leader-subordinate relationships are individually different.

To make an elite group that works successfully, the style that the pioneer would need to pick might be one of a kind for every group. There are 3 theories of situational leadership that can apply to different situations.

A widely recognised situational model is the model developed by Hersey and Blanchard (1969) and the revised model by Blanchard et al. (1985) (Northhouse, 2007). The theory in outline states that one's leadership style should be dictated by the type of situation and the demands of the situation at

The most popular and extensively researched situational theory of leadership was first proposed by Fred Piedler during the 1960s. Fiedler's model claims that group performance depends on the interaction of the leader style and the favorableness of the situation. Fiedlers major contributions consist of(l) iden-tifying the leadership orientation of the leader and developing a way to measure it, and (2) identifying three situational factors influencing leadership and developing a method of measuring them