The document discusses contingency theory, which states that there is no single best way to lead and that leadership style depends on various internal and external factors. It describes Fred Fiedler's contingency model of leadership, which proposes that a leader's effectiveness depends on matching their leadership style (either task-focused or relationship-focused) to the favorability of the situation based on factors like the leader-member relationship, task structure, and the leader's power. The document also outlines other theorists who contributed to situational leadership theory and describes the different leadership styles and maturity levels in Hersey and Blanchard's model.

1. By: Mary Alyssa Botin & Reafe
Bulalacao
CONTINGENCY
THEORY

2. CONTINGENCY THEORY
•is a behavioral theory based on their
views that there is no “one best way”
to lead an organization, organize a
cooperation or to make a decision.
Contingency theory states that these
actions are dependent (contingent)
to the internal and external factors.
Thus it states that there is no single
theory of contingency management.

3. THERE ARE SOME IMPORTANT
CONTINGENCIES FOR ORGANIZATIONS:
•Technology
•Suppliers and Distributers
•Customers and Competitors
•Consumer Interest Groups
•Government
•Unions

4. states that the decision making process
depends on a number of variables
which are:
•The importance of the decision – is
the decision a strategic or difficult
decisions to reverse.
•The amount of information available to
the leaders and subordinates- has a
similar decision been made before
and is there available information on
the results.

5. •The relationship between leaders and
subordinates more leaders are likely the
greater support they will have from
subordinates.
•The likelihood of subordinates accepting
on autocratic decision or cooperate with
taking a few good decisions if allowed to
participate- how well motivated are the
staff?
•The amount of disagreement among
subordinates with respect to the preferred
alternative- the greater need for an

6. FOUR IMPORTANT IDEAS OF CT:
•There is no universal or one best way to
manage
•The design of an organizations and its
subsystems must fit with the environment
•Effective organizations not only have a
proper ‘fit’ with the environment but also
between its subsystems
•The needs of an organization are better
satisfied when it is properly designed and
the management style is appropriate both to
the tasks undertaken and the nature of the

7. THEORISTS OF CONTINGENCY
THEORY
•FRED EDWARD FIEDLER
•KENNETH H. BLANCHARD
•PAUL HERSEY
•VICTOR VROOM
•PHILIP YETTON
•ARTHUR JAGO

8. FRED EDWARD FIEDLER
•FRED EDWARD FIEDLER (1922) is one of the
leading experts on the study of leadership and
organizational performance and thus has had a
profound impact on social organizational and
industrial psychology. Before he even entered
his teen years, Fiedler decided to be a
psychologist. Fourteen years later, he
graduated from the University of Chicago and
started his research into changing the way that
people think of leadership.

9. FRED EDWARD FIEDLER
Beginning in 1954, Fiedler began studying
leadership in high school basketball teams.
This lead to the development of the Least
Preferred Co-worker scale. The result of his
research, in 1967 lead to the publishing of his
famous book, ‘A Theory of Leadership
Effectiveness.” This book proposed his
contingency model of leadership, the first
leadership theory to measure member- leader
relationships.

10. KENNETH HARTLEY
BLANCHARD
Kenneth H. Blanchard (May 6th 1939), born
in Orange, Ney Jersey attended New
Rochelle High School, graduating in
1957.He completed his BA in government
and philosophy in 1961, a MA degree in
sociology and counseling in1963 and a PhD
degree in education administration and
leadership in 1967. In the 1960’s he
developed the Situational leadership theory

11. PAUL
HERSEY
Paul Hersey born in 1931, is a behavioral
scientist and entrepreneur. He is known for
his work on Situational leadership theory
with Kenneth Blanchard. They published
Management and Organization Behavior.

12. VICTOR HAROLD
VROOM
Victor H. Vroom is a business school professor at
the Yale School of Management, who was born on
9August 1932 in Montreal, Canada. He holds a PhD
from University of Michigan. Vrooms primary
research was on the expectancy theory of
motivation, which attempts to explain why
individuals choose to follow certain courses of
action in organizations, particularly in decision-
making and leadership. His most well-known books
are Work and Motivation, Leadership and Decision
Making and The New Leadership

13. UNDERSTANDING THE MODEL
VS.
LEADERSHI
P STYLES
SITUATIONAL
FAVORABLEN
ESS

14. LEADERSHIP STYLES
PRIMARILY
REACHING A
GOAL
DEVELOPING
CLOSE
RELATIONSHIP

15. LEADERSHIP STYLES
•S1: Telling / Directing Follower:
-R1: Low competence, low commitment /
Unable and unwilling or insecure
-Leader: High task focus, low relationship
focus When the follower cannot do the job and is
unwilling or afraid to try, then the leader takes a
highly directive role, telling them what to do but
without a great deal of concern for the
relationship. The leader may also provide a
working structure, both for the job and in terms
of how the person is controlled.

16. Continuation…
•S2: Selling / Coaching Follower:
-R2: Some competence, variable
commitment / Unable but willing or motivated
-Leader: High task focus, high
relationship focus When the follower can do
the job, at least to some extent, and perhaps
is over-confident about their ability in this,
then telling them what to do may demotivate
them or lead to resistance. The leader thus
needs to sell another way of working,
explaining and clarifying decisions.

17. …
•S3: Participating / Supporting Follower:
-R3: High competence, variable
commitment/able but unwilling or insecure
-Leader: Low task focus, high relationship
focus When the follower can do the job, but is
refusing to do it or otherwise showing
insufficient commitment, the leader need not
worry about showing them what to do, and
instead is concerned with finding out why the
person is refusing and thence persuading them
to cooperate.

18. …
•S4: Delegating / Observing Follower:
-R4: High competence, high commitment
/able and willing or motivated
-Leader: Low task focus, low relationship
focus When the follower can do the job and is
motivated to do it, then the leader can
basically leave them to it, largely trusting them
to get on with the job although they also may
need to keep a relatively distant eye on things
to ensure everything is going to plan.

19. According to Hersey and Blanchard, knowing when to use
each style is largely dependent on the maturity of the person or
group you’re leading. They break maturity down into four
different levels:

21. Identifying leadership style is the first step in
using the model. Fiedler believed that leadership
style is fixed, and it can be measured using a scale
he developed called Least-Preferred Co-Worker
(LPC) Scale
The scale asks you to think about the person
who you've least enjoyed working with. This can be
a person who you've worked with in your job, or in
education or training.
You then rate how you feel about this person
for each factor, and add up your scores. If your total
score is high, you're likely to be a relationship-
orientated leader. If your total score is low, you're
more likely to be task-orientated leader.

23. The model says that task-oriented leaders
usually view their LPCs more negatively,
resulting in a lower score. Fiedler called
these low LPC-leaders. He said that low
LPCs are very effective at completing tasks.
They're quick to organize a group to get tasks
and projects done. Relationship-building is a
low priority. However, relationship-oriented
leaders usually view their LPCs more
positively, giving them a higher score. These
are high-LPC leaders. High LPCs focus more
on personal connections, and they're good at
avoiding and managing conflict. They're

24. Fred Edward Fiedler Contingency theory of
leadership emphasizes that the effectiveness of
leadership is dependent (contingent) on matching
its leadership style to right situations. This theory
was originally developed by Fred E. Fiedler after
studying various leaders in different context. It is
contradictory to “situational leadership” which stress
for leaders to adapt to the situation. Situation in this
context may have different meanings. As it relates
to the development/readiness level of the
organization, it also relates to three factors in
contingency.

25. SITUATIONAL
VARIABLES
Situational favorable-ness was described by Fiedler
in terms of three empirically derived dimensions:
• Leader-member relationship – high if the
leader is generally accepted and respected
by followers
• Degree of task structure – high if the task is
very structured
• Leader's position power – high if a great
deal of authority and power are formally
attributed to the leader's position

26. KEY POINTS ABOUT CT:
•The Fiedler Contingency Model asks you to think
about your natural leadership style, and the
situations in which it will be most effective. The
model says that leaders are either task-focused, or
relationship-focused. Once you understand your
style, it says that you can match it to situations in
which that style is most effective. However, the
model has some disadvantages. It doesn't allow for
leadership flexibility, and the LPC score might give
an inaccurate picture of your leadership style. As
with all models and theories, use your best
judgment when applying the Fiedler Contingency
Model to your own situation.

27. THANK YOU
FOR YOUR
ATTENTION! 