Contingency apprach

Embed Size (px)

Citation preview

  • 8/3/2019 Contingency apprach

    1/15

    A presentation on

    Contingency Approach to

    Leadership

    Presented By-

    Bibhuti B. Bhardwaj

    CIB-09-016

  • 8/3/2019 Contingency apprach

    2/15

    Leadership and Followership Styles

  • 8/3/2019 Contingency apprach

    3/15

    DefinitionDefinition

    DefinitionDefinition

    Assessment based on:

    Leadership Styles

    Situational Variables

    Contingency Theory Approach Description

    Effective leadership is contingent on

    matching a leaders style to the right

    setting

  • 8/3/2019 Contingency apprach

    4/15

    Contingency Theory Approach Description

    Contingency theory is a leader-match theory (Fiedler

    & Chemers, 1974)

    Tries to match leaders to appropriate situations

    Leaders effectiveness depends on how well the

    leaders style fits the context

    PerspectivePerspective

    PerspectivePerspective

  • 8/3/2019 Contingency apprach

    5/15

    Leadership Styles

    Leadership styles are described as:

    Task-motivated (Low LPCs)

    Leaders are concerned primarily with reaching a

    goal

    Relationship-motivated (High LPCs)

    Leaders are concerned with developing close

    interpersonal relationshipsLeader Style Measurement Scale (Fiedler)

    Least Preferred Co-Worker (LPC) ScaleHigh LPCs = Relationship-motivated

    Low LPCs = Task-motivated

  • 8/3/2019 Contingency apprach

    6/15

    LPC Scale

    Used to measure a persons leadership style

    For example, it measures your style by having you

    describe a coworker with whom you had difficultycompleting a job. (not necessarily someone you

    dislike, but someone with whom you least like to

    work with)

    After you choose this person, the LPC instrument

    asks you to describe your coworker on 18 sets of

    adjectives

  • 8/3/2019 Contingency apprach

    7/15

    Least Preferred Coworker (LPC) Scale

    Pleasant 8 7 6 5 4 3 2 1 UnpleasantFriendly 8 7 6 5 4 3 2 1 Unfriendly

    Rejecting 8 7 6 5 4 3 2 1 Accepting

    Tense 8 7 6 5 4 3 2 1 Relaxed

    Cold 8 7 6 5 4 3 2 1 Warm

    Supportive 8 7 6 5 4 3 2 1 Hostile

    Boring 8 7 6 5 4 3 2 1 Interesting

    Quarrelsome 8 7 6 5 4 3 2 1 Harmonious

    Gloomy 8 7 6 5 4 3 2 1 Cheerful

    Open 8 7 6 5 4 3 2 1 Closed

    Backbiting 8 7 6 5 4 3 2 1 Loyal

    Untrustworthy 8 7 6 5 4 3 2 1 TrustworthyConsiderate 8 7 6 5 4 3 2 1 Inconsiderate

    Nasty 8 7 6 5 4 3 2 1 Nice

    Agreeable 8 7 6 5 4 3 2 1 Disagreeable

    Insincere 8 7 6 5 4 3 2 1 Sincere

    Kind 8 7 6 5 4 3 2 1 Unkind

  • 8/3/2019 Contingency apprach

    8/15

    Scoring

    Your final score is the total of the numbers you

    circled on the 18 scales

    57 or less = Low LPC (task motivated)

    58-63 = Middle LPC (socio-independent leaders,

    self directed and not overly concerned with the

    task or with how others view them)64 or above = High LPC (motivated by

    relationships)

  • 8/3/2019 Contingency apprach

    9/15

    How it works

    By measuring a leaders LPC score andthree situational variables, one can

    predict whether the leader is going tobe successful in a particular setting.

    It is important to note thatcontingency theory stresses thatleaders are NOT successful in all

    situations.

  • 8/3/2019 Contingency apprach

    10/15

    Fiedlers Contingency Leadership Model

  • 8/3/2019 Contingency apprach

    11/15

    Leader-Member Relations

    - Refers to the group atmosphere and the

    degree of confidence, loyalty, and attraction offollowers for leader

    Group atmosphere

    Good high degree of subordinate trust, liking,

    positive relationship

    Poor little or no subordinate trust, friction

    exists, unfriendly

  • 8/3/2019 Contingency apprach

    12/15

    Task Structure

    Concerns the degree to which requirements of

    a task are clear and spelled out

    High Structure

    requirements/rules - are clearly stated/known

    path to accomplish - has few alternatives

    task completion - can be clearly demonstrated

    limited number - correct solutions exist

  • 8/3/2019 Contingency apprach

    13/15

    Task Structure, contd.

    Concerns the degree to which requirements of a

    task are clear and spelled out

    Low Structure

    requirements/rules - not clearly stated/known

    path to accomplish - has many alternatives

    task completion - cannot be clearly demonstrated/verified

    unlimited number - correct solutions exist

  • 8/3/2019 Contingency apprach

    14/15

    Position PowerDesignates the amount of authority a leader has

    to reward or punish followers

    Strong Power authority to hire or fire

    Weak Power

    no authority to either hire or fire

  • 8/3/2019 Contingency apprach

    15/15