Question

By focusings on Contingency theory/(ies) of leadership styles that might need to vary according to the task, the group and the individual, and its aplication to an organisation, give a critical evaluation of the quote (a personal insights) and followed by a conclusion (explain in 1000 words)

Answer 1

Introduction:

Effective leadership is one of the most attractive qualities in an employee. There are dozens of theories that argue which leadership style is best suited for improving team productivity and maintaining employee morale. The contingency theory of leadership focuses on how specific situations affect a leader’s effectiveness and how a leader’s ability to adapt can be their most important tool in the workplace.Contingency theories put forth the idea that the success of a leader hinges on the specific situation at hand. Certain factors come into play ,that define whether a particular leader or leadership style will be effective for the given situation. Those factors include the task, the personality of the leader and the composition of the group that is meant to be led. Its basic assumption is that leadership – success or failure – is situational. Renowned leadership researchers Hodgson and White believe that the best form of leadership is one that finds the perfect balance between behaviours, needs, and context. Good leaders not only possess the right qualities but they’re also able to evaluate the needs of their followers and the situation at hand. In summary, the contingency theory suggests that great leadership is a combination of many key variables

The contingency theory of leadership

The contingency theory of leadership supposes that a leader’s effectiveness is contingent on whether or not their leadership style suits a particular situation. According to this theory, an individual can be an effective leader in one circumstance and an ineffective leader in another one. To maximize your likelihood of being a productive leader, this theory posits that you should be able to examine each situation and decide if your leadership style is going to be effective or not. In most cases, this requires you to be self-aware, objective and adaptable.

Contingency theory of leadership in the workplace

In the workplace, there are dozens of factors that can affect a leader’s effectiveness. These include things like the size of the team, the scope of a project and the expected delivery date for a result. Different leaders, each with unique leadership styles, will respond to these variables in different ways. Contingency theorists would say that no matter how successful a leader is, there will always be a particular situation that will challenge them. Therefore, leaders must be willing to acknowledge the fact that their success depends partially on their circumstances in addition to their personal skills.

To lead their team well, managers and supervisors may need to either adapt their leadership style to the current situation or delegate some of their leadership responsibilities to a coworker.

The contingency theory of leadership is impacted by a range of specific factors in the average workplace, including:

• Maturity level of the employees
• Relationships between coworkers
• Work pace
• Management style
• Typical work schedule
• Goals and objectives
• Standards for behavior
• Company policies
• Employees’ work styles
• Employees’ morale

There are a number of different sub-theories that fall under the general contingency umbrella. They include: Fiedler’s Contingency Theory, the Situational Leadership Theory, the Path-Goal Theory and the Decision-Making Theory. While all similar on the surface, they each offer their own distinct views on leadership

(a)Fiedler’s Contingency Theory

This theory puts forth the idea that effective leadership hinges not only on the style used by the leader, but also on the control held over the situation. In order to succeed, there must be strong leader-member relations. Leaders must also present tasks clearly and with goals and procedures outlined. They need to possess the ability to hand out punishments and rewards, as well.

This particular theory only fits situations where groups are closely supervised and not team-based. It also uses a least preferred co-worker (LPC) scale to help determine the type of worker the leader least likes working with. This theory emphasizes the leader’s disposition as the main trait that defines the ability to lead.

(b)Situational Leadership

More formally called the Hersey-Blanchard Situational Leadership Theory, this model focuses on leadership style and the maturity of those being led. The theory puts forth the idea that leadership styles hinge on four behaviors: telling, selling, participating and delegating.

The maturity levels range from an incompetence or unwillingness to perform the task, to a willingness and ability to perform. The idea is that a successful leader will adapt leadership techniques to fit the maturity level of the group in question on a situational basis.

(c)Path-Goal Theory

This theory combines two popular theories – goal-setting and expectancy – into one. It puts forth the idea that effective leaders help those in their direction attain their goals. Under this theory, leaders have the responsibilityof making sure their subordinates have the support and information required to achieve the goals set forth. Essentially, this theory holds that effective leaders create clear paths to help their subordinates achieve goals and that they work to remove obstacles that stand in the way.

(d)Decision-Making Theory

Also known as the Vroom-Yetton-Jago Decision-Making Model of Leadership, it puts forth the idea that effective leaders size up situations, assess them and then determine how much support the group will give toward the effort, adjusting style of leadership to fit.

Conclusion:

While contingency models diverge on some points, they all share a common thread. The overlying viewpoint of this theory is that effective leadership is contingent on the situation, task and people involved.Leadership theories are schools of thought brought forward to explain how and why certain individuals become leaders. The theories emphasize the traits and behaviours that individuals can adopt to boost their own leadership abilities.Contingency theory operates at a more explicit, contract-based, level by clearly specifying role and task requirements for subordinates, setting performance criteria, and providing rewards for effort expenditure, as well as goal achievement. Employees are motivated to put effort toward doing their job well to achieve a variety of positive outcomes and rewards. Organizational members develop an emotional attachment with their organization possibly via the experience of positive affect, such as feeling energetic, enthusiastic, and excited. Social and economic exchanges provided by transactional leadership behaviours were associated with employees' emotional attachment to the organization.