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Contingency TheoryGroup 5: Tran Hoang Mai Duong Thi HuongHa The He Bui Nhu Hong HanhNguyen Le Thuc Oanh Le Minh Tan Trung
Contingency TheoryUnderstanding the ModelLeadership StylesSituational VariablesStrengths and CriticismsApplication
Understanding the Model Born 1922 - is one of the leading researchers inIndustrial and organizational psychology of the20th century He helped this field move from the research ontraits and personal characteristics of leaders, toleadership styles and behaviors. In 1967 he introduced the contingency modelingof leadership, with the now-famous Fiedlercontingency model.Fred Fiedler
Understanding the Model There is no one best style of leadership. Instead, a leader’s effectiveness isbased on the situation.Leadership StylesSituationalFavorablenessv.s.
Situational VariablesContingency theory suggest that situations can be characterized in terms ofthree factors:1. Leader-member relations2. Task structure3. Position power
Leader-member relation Consist of the group atmosphere and the degree of confidence, loyaltyand attraction that followers fell for their leader.Atm: +++subordinates trust, getalong with their leaderAtm: unfriendlyFriction exists within thegroup
Task structureConsidered as structured when: the performer know the requirement clearly the path to accomplishing the task has few alternatives completion the task can be clearly demonstrated only limited number of correct solutions to task exist- Is the degree to which the requirements of a task are clear and spelled out- Task that are completely structured tend to give more control to theleader, whereas vague and unclear tasks lessen the leader’s control andinfluence.
Position Power Position power: the amount of authority the leader has to reward or to punish followers Includes the legitimate power Strong: a person has the authority to hire and fire or give raises in rank or pay Weak: vice versa
Situational Variables The most favorable situation are those having good leader-followerrelations, defined tasks, and strong leader-position power. (task-motivated) The least favorable situation are those having bad leader-followerrelations, structured tasks and weak leader-position power. (task-motivated) The moderately favorable fall b/w these two extremes. (relationship-motivated)
Contingency theory is concerned witha. Styles and Traitsb. Situations and Stylesc. Traits and Situationsd. Skills and Stylesb. Situations and Styles
How many factors can situation be characterized?a. 1b. 2c. 3d. 4c . 3
Conclusion- Natural leadership style, and the situations in which itwill be most effective.- The model says that leader are either task-focused, orrelationship-focused.- It doesn’t allow for leadership flexibility, and the LPCscore might give an inaccurate picture of yourleadership style.