The document discusses the contingency leadership theory, which states that there is no single best leadership style and that the optimal leadership approach depends on situational factors. It provides examples of situational factors like the task structure, the leader's traits, and the followers' needs. The document also summarizes several contingency models of leadership and notes strengths like its predictive ability but also limitations like sometimes failing to fully explain leadership effectiveness.

1. THE
CONTINGENCY
LEADERSHIP
THEORY

2. GROUP MEMBERS
 MONICA SINGH
 PRANITA PADTE
 SUNIL KUMAR
 ARIF RATHORE
 PAYEL GHOSH
 ANUP KUMAR

3. THE CONTINGENCY LEADERSHIP
THEORY
 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.

4.  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.

7.  Contingency Approach
Style
Leader Traits
Behavio Outcomes
r (Performance,
Position satisfaction, etc.)
Needs Task
Maturit Structur
Followers y e Situation
Training Systems
Cohesio Env.
n

8.  The leader's ability to lead is contingent
upon various situational factors, including
 The leader's preferred style
 The capabilities
 Behaviors of followers and also various
other situational factors.

9.  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.

10. SOME IMPORTANT CONTINGENCIES
FOR COMPANIES ARE LISTED BELOW
 1. Technology
 2. Suppliers and distributors
 3. Consumer interest groups
 4. Customers and competitors
 5. Government
 6. Unions

11. MODELS IN CONTINGENCY LEADERSHIP
THEORY
 Kurt Lewin's Three Styles model
 Tannenbaum and Schmidt's Leadership Behavior
Continuum model
 The Fiedler Contingency model
 Path-Goal theory
 Hersey & Blanchard's Situational Leadership
model(s)
 Bolman & Deal's Four-Frame model

12. 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.

13. 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

14. 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

15. 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

16. THANK YOU