Leadership

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Contingency Theory Originally presented in the 1964 article “A contingency model of leadership effectiveness”, Fred Fiedler’s Contingency Theory states that there is no one best managerial style effective for all situations. Rather, effective leadership is attained when leader style and situational forces or aligned. (Fiedler, 1964) Definitions and Descriptions Similar to Situational Leadership discussed previously, Contingency Theory classifies managerial behavior and style as either task based or relationship based, the former characterized by low interpersonal connections and the latter by high interpersonal connections. Contingency Theory then seeks to define the situational forces as they relate to three main categories: Leader-Member Relations, Task Structure, and Position Power. (Fiedler & Chalmers 1974), with each category being rated in high/low or weak/strong type format. In order to gauge inherent leadership style, the Leaser Preferred Coworker scale is employed, attained through the use a personality trait questionnaire. This 18 question quiz, asks the respondent to rate their least preferred coworker on scales such as Pleasant to Unpleasant, Agreeable to Disagreeable, etc. (Fiedler 1972) Care is taken to reiterate “That person does not have to be the person you like the least but should be the person with whom you had the most difficulty in getting a job done.” (Fiedler & Chalmers 1974) With both leadership style and situational forces clearly assessed, prescription can me made regarding what type of leader should be placed in what type of situation. Strengths Like Situational Leadership covered previously, Contingency theory has over 40 years of research and study upon which to rest. This longevity and academic ... ... middle of paper ... ..., T. H. (2001). Situational leadership style as a predictor of success and productivity among Taiwanese business organizations. The Journal of Psychology, 135(4), 399-412. Fiedler, F. E. (1964). A contingency model of leadership effectiveness.Advances in experimental social psychology, 1(1), 64. Fiedler, F. E., & Chemers, M. M. (1974). Leadership and effective management. Glenview, IL: Scott, Foresman. Fiedler, F. E. (1972). The Effects of Leadership Training and Experience: A Contingency Model Interpretation. Administrative Science Quarterly, 17(4), 453-470. Fiedler, F. E. (1993). The leadership situation and the black box in contingency theories. In M. M. Chemers & R. Ayman (Eds.), Leadership, theory, and research: Perspectives and directions (pp. 1–28). Shoonhoven, C. B. (1981) Problems with Contingency Theory. Administrative Sciences Quarterly. 26, 349-377

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