Contingency theory of management
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Transcript of Contingency theory of management
Group Presentation
Contingency TheoryGroup 5: Tran Hoang Mai Duong Thi Huong
Ha The He Bui Nhu Hong Hanh Nguyen Le Thuc Oanh Le Minh Tan Trung
Contingency Theory
Understanding the Model
Leadership Styles
Situational Variables
Strengths and Criticisms
Application
Understanding the Model
Born 1922 - is one of the leading researchers in Industrial and organizational psychology of the 20th century
He helped this field move from the research on traits and personal characteristics of leaders, to leadership styles and behaviors.
In 1967 he introduced the contingency modeling of leadership, with the now-famous Fiedler contingency model.
Fred Fiedler
Understanding the Model
There is no one best style of leadership. Instead, a leader’s effectiveness is based on the situation.
Leadership Styles Situational Favorablenessv.s.
Leadership Styles
Task motivated
Relationship Motiva
ted
Leadership Styles
Task motivated: primarily reaching a goalRelationship motivated: developing close
relationship
LPC – leadership instruments
To measure the leadership style
Least Preferred Co-Worker (LPC) Scale
High LPCs = Relationship-motivated Low LPCs = Task-motivated
Situational Variables
Contingency theory suggest that situations can be characterized in terms
of three factors:
1. Leader-member relations
2. Task structure
3. Position power
Leader-member relation
Consist of the group atmosphere and the degree of confidence, loyalty and attraction that followers fell for their leader.
Atm: +++subordinates trust, get along with their leader
Atm: unfriendlyFriction exists within the group
Task structure
Considered 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 the leader,
whereas vague and unclear tasks lessen the leader’s control and influence.
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-follower relations, defined tasks, and strong leader-position power. (task-motivated)
The least favorable situation are those having bad leader-follower relations, structured tasks and weak leader-position power. (task-motivated)
The moderately favorable fall b/w these two extremes. (relationship-motivated)
Contingency theory is concerned with
a. Styles and Traits
b. Situations and Styles
c. Traits and Situations
d. Skills and Styles
b. Situations and Styles
How many factors can situation be characterized?
a. 1
b. 2
c. 3
d. 4
c . 3
Strengths and Criticisms
Strengths Criticisms
empirical research and predictive power
broaden our understanding of leadership
provides data on leader’s styles that could be useful to organization in developing leadership profiles.
do not require that leaders be effective in all situational
It failed to explain fully why people with certain leadership styles are more effective in some situation than in others
Fails to explain adequately what organization should do when there is a mismatch between leader and the situation
The LPC scale does not seem valid on the surface because it does not correlate well with other standard leadership measures
Unfriendly 1 2 3 4 5 6 7 8 FriendlyUnpleasant 1 2 3 4 5 6 7 8 PleasantRejecting 1 2 3 4 5 6 7 8 AcceptingTense 1 2 3 4 5 6 7 8 RelaxedCold 1 2 3 4 5 6 7 8 WarmBoring 1 2 3 4 5 6 7 8 InterestingBackbiting 1 2 3 4 5 6 7 8 LoyalUncooperative 1 2 3 4 5 6 7 8 CooperativeHostile 1 2 3 4 5 6 7 8 SupportiveGuarded 1 2 3 4 5 6 7 8 OpenInsincere 1 2 3 4 5 6 7 8 SincereUnkind 1 2 3 4 5 6 7 8 KindInconsiderate 1 2 3 4 5 6 7 8 ConsiderateUntrustworthy 1 2 3 4 5 6 7 8 TrustworthyGloomy 1 2 3 4 5 6 7 8 CheerfulQuarrelsome 1 2 3 4 5 6 7 8 Harmonious
Applications
??????
Conclusion
- Natural leadership style, and the situations in which it will be most effective.
- The model says that leader are either task-focused, or relationship-focused.
- It doesn’t allow for leadership flexibility, and the LPC score might give an inaccurate picture of your leadership style.
Thank you for your attention!!