Contingency Theories in Action
Contingency theory suggests matching the best leader to a specific situation based on situational factors and the leadership style. The practical application of theory can be done in various ways. The workplace example is to determine the best candidate for a given set of requirements using the LPC score. Applying the model to determine a leader's ability to adapt in the scenario of a new project etc..
Recap of Learnings from Contingency Theory:
Fielder’s contingency theory matches the leader to the situations by using the Least Preferred Co-Worker (LPC) model. A leader can perform effectively in certain roles and exhibit weakness in different situations based on three variables defined in the earlier article which predicts the favorability of the situation, while the leader’s LPC score determines the ability to function in the required task.
One can make use of the contingency theory to determine the best candidate for a given set of job requirements for effectiveness of a person in that role as by measuring a leader’s LPC score and the three situational variables, one can predict whether the leader is going to be effective in a particular setting. By assessing these three situational variables, one can place any organizational context in one of the eight categories represented in previous article. Once the nature of the situation is determined, the fit between the leader’s style and the situation can be evaluated.
Key Strengths of Contingency Theory:
1. Contingency theory is grounded in research as many researchers have tested it and found it to be a valid and reliable approach to explaining how effective leadership can be achieved.
2. This theory considers the impact of situations on leaders and focuses on the relationship between the leader’s style and the demands of various situations.
3. Third, contingency theory has predictive power and based on conclusions from LPC scale and understanding the context of the workplace situation one can determine the probability of success for a given person in a given situation.
4. From an organizational perspective it supports identification of optimal roles based on individual leadership styles and placing leaders in charge of situations that are ideal for their leadership style.
Practical Applications of the Theory:
Contingency theory has many applications in the organizational world:
1. Can be used to assess the effectiveness of an individual in a particular role and look at the reasons for one’s effectiveness or ineffectiveness.
2. Can be used to predict whether a person who has worked well in one position in an organization will be equally effective in another position having different situational variables when compared to the existing position based on the contingencies that make one’s style effective.
3. Can help in implementing changes in the roles and responsibilities that management might need to make to bring effectiveness to the role of the person leading the same.
Fiedler’s theory does not hold that leaders can adapt their styles to different situations as according to him personality is relatively stable. According to this model improving effectiveness involves changing the situation to fit the leader sometimes also referred to as “job engineering”.
As now we have more understanding of leadership and its challenges in the 21st century organizational context, contingency model might not be the best leadership model to use in most situations, but still can be a powerful tool to analyze a particular situation to determine whether to focus on tasks or relationships. This model sometimes can give an inaccurate picture of your leadership style as it relies heavily on the LPC scale, which has been questioned for its face validity and workability. Further this model does not fully explain how organizations can use the results of this theory in situational engineering and hence we recommend taking a cautious approach and using your own judgment to analyze the situation from all angles.
Related Links
You May Also Like
-
Behavioral Theories of Leadership
Behavioral Theory of leadership is a big leap from Trait Theory, as it was developed scientifically by conducting behaviour focused studies. The theory emphasizes that leadership capability can be learned, rather than being inherent. This theory is based on the principle that a leader's behaviors can be conditioned in a manner that one can have a specific response to specific stimuli.
-
The psychodynamic approach to leadership has its roots in the work done by Sigmund Freud. These involved psychological theories of personality development and explaining leadership using psychoanalytic concepts. It tries to define a person is in terms of personality traits. Personality structured into three parts (i.e., tripartite) - the id, ego, and superego.
-
Situational Leadership - Application
Situational Leadership Theories are well known and frequently used for training leaders within organizations. Practical application is how to choose the right leadership approach for the situation. The theory emphasizes leader flexibility and advises leaders to flex their style based on the followers' needs. Leaders must adapt their leadership style to fit the prescribed task, understanding given situation/maturity of followers.
-
Charismatic leadership is a trait-based leadership theory where the leaders act as visionary driven by their convictions and motivate their followers to work towards common vision using their charm and persuasiveness. These charismatic leaders act as role models and exhibit extraordinary characteristics that inspire devotion and motivation in followers to persuade change. Leaders are able to cultivate a profound sense of trust with the group of followers.
-
The skills approach to leadership suggests that certain skills are important for effective leadership. Skills are what leaders can learn and develop, whereas traits are innate characteristics. The main skills needed for leadership, according to one such theory, are technical, human, and conceptual.
-
The Valence Model of Leadership
The valence model of emergent leadership is based on a group-development sequence. As per the valence model, the process of emergent leadership passes through three distinct stages; Orientation, Conflict, and Emergence. Group members willingly start following and obeying the leader who has passed the "emergence threshold."
-
Leadership Traits – A great List
What are the qualities and characteristics of a good leader? Great leaders possess core leadership traits and skills. The list includes the most important leadership qualities and skills to look for in a great leader. These are must-have traits of a powerful and successful leader, the qualities a leader possess to be great.
-
The Path-Goal theory defines the characteristics of followers and organizational context and the corresponding leadership style best suited to these factors. A leader should adapt to a behavior that is most relevant for a given employee and work environment mix to achieve a goal. The application of theory drives increased employees' motivation, empowerment, and satisfaction resulting in increased productivity.
-
Management theories are the recommended management strategies that enable us to better understand and approach management. Many management frameworks and guidelines were developed during the last four decades.
-
The Leader-Member Exchange Theory (LMX), also called the Vertical Dyad Linkage Theory is a relationship-based approach that focuses on the two-way (dyadic) relationship to get the best from all team members. How leaders maintain their position in groups and develop an exchange with each of their subordinates. How leaders and members develop relationships that can contribute to growth or hinder development.
