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THE CONTINGENCY LEADERSHIP THEORY
GROUP MEMBERS
MONICA SINGH PRANITA PADTE SUNIL KUMAR ARIF RATHORE PAYEL GHOSH ANUP KUMAR
THE CONTINGENCY LEADERSHIP THEORY
Its a 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.
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.
Contingency Approach
Style Traits
Behavior
PositionNeedsMaturit
yTrainingCohesio
n
TaskStructur
eSystem
sEnv.
Outcomes(Performance,
satisfaction, etc.)
SituationFollowers
Leader
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.
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.
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
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
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.
STRENGTHS
Many researchers have tested it and was proven valid and reliable approach to explaining how leadership can be achieved
Has a broadened understandingPredictive, 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
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
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
THANK YOU