The contingency leadership theory
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The contingency leadership theory

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    The contingency leadership theory The contingency leadership theory Presentation Transcript

    • THECONTINGENCYLEADERSHIPTHEORY
    • GROUP MEMBERS MONICA SINGH PRANITA PADTE SUNIL KUMAR ARIF RATHORE PAYEL GHOSH ANUP KUMAR
    • THE CONTINGENCY LEADERSHIPTHEORY Itsa class of behavioral theory that claims that there is no best way to organize a corporation, To lead a company, or To make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situations Several contingency approaches were developed in the late 1960s.
    •  Contingency theories of leadership focus on particular variables related to the environment According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.
    •  Contingency Approach Style Leader Traits Behavio Outcomes r (Performance, Position satisfaction, etc.) Needs Task Maturit StructurFollowers y e Situation Training Systems Cohesio Env. n
    •  The leaders ability to lead is contingent upon various situational factors, including The leaders preferred style The capabilities Behaviors of followers and also various other situational factors.
    •  There is not one single ideal approach to leading because circumstances vary. Change the behavior according to the situation. These particular situational or contingency models offer a framework or guide for being flexible and adaptable when leading.
    • SOME IMPORTANT CONTINGENCIESFOR COMPANIES ARE LISTED BELOW 1. Technology 2. Suppliers and distributors 3. Consumer interest groups 4. Customers and competitors 5. Government 6. Unions
    • MODELS IN CONTINGENCY LEADERSHIPTHEORY Kurt Lewins Three Styles model Tannenbaum and Schmidts Leadership Behavior Continuum model The Fiedler Contingency model Path-Goal theory Hersey & Blanchards Situational Leadership model(s) Bolman & Deals Four-Frame model
    • HOW TO APPLY IT Leaders should always be adaptable This is a theory that lends itself to that adaptability. If we recognize that success is a matter of having the right mix of skill and opportunity, you can evaluate what to bring to the table, and what to dismiss.
    • STRENGTHS Many researchers have tested it and was proven valid and reliable approach to explaining how leadership can be achieved Has a broadened understanding Predictive, so therefore provides useful information about the type of leadership Does not require that people are effective in all situations. Data collected from this theory can be useful
    • LIMITATIONS It has been criticized because it has failed to explain fully why people with certain leadership styles are more effective in some situations then others Sometimes mismatch between the leader and the situation in the workplace Various aspects of environment has to be considered
    • CONCLUSION Its very important for a leader to possess the quality of taking decisions in different situations Acting differently in different situations Think differently in different situations Various factors Circumstances play important role in this theory
    • THANK YOU