More handpicked essays just for you.
Comparison between two leadership styles
The impact of leadership style on workers performance
Management theories
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Managing a workplace can be an eventful, yet stressful occupation, as motivating others while handling conflict can be challenging. In order to achieve success, the manager can explore many theories to help effectively manage the working environment. The implement of management theories help increase quality of service as well as increase the level of productivity within an organization (Hawthorne). “Not many managers use a singular theory or concept when implementing strategies in the workplace: They commonly use a combination of a number of theories, depending on the workplace, purpose and workforce” (Hawthorne). Contingency theory and Theory X and Theory Y are two of the many options that a manager can explore and adopt in order to effectively …show more content…
Fiedler’s theory is a trait-based, leader-match theory, meaning that leader selection depends on that person’s compatibility to the situation (Kelly 200). The Vertical Dyad Linkage Theory model is based on the belief that “leaders and followers mutually influence each other’s behavior, and focuses on the dynamic interchange between leader and follower dyads” (Kelly 202). The Vroom-Yetton Contingency Theory is a behavior theory that mainly focuses on improving the effectiveness of leaders by encouraging their examination of situational characteristics (Kelly …show more content…
Those who take this approach assess the current situation by identifying its major factors, then focus and act on those aspects of the situation (McNamara). In his book, “Leadership Management: Achieving Breakthroughs,” K. Barman writes that by adopting the Contingency theory, the manager believes that there is no correct or best way of leading; what works in one situation may not necessarily work in another. Due to this assumption, one can say that contingency theory is similar to situational theory; there is no single, simple, or exact way to handle all situations, and effective management depends on the situation (50). Contingency theory is different from situational theory, however. He writes,
“Situational theory tends to focus more on the behaviours that the leader should adopt, given situational factors (often about follower behaviour), whereas contingency theory takes a broader view that includes contingent factors about leader capability and other variables within the situation”
2) “Attitude reflects leadership, captain”. That shows that Julius is satisfied by the way his captain is thinking. Managerial leadership has influenced organizational activities in many ways. These influences include motivating subordinates, budgeting scarce resources, and serving as a source of communication. We are referring to the LPC contingency theory. "The first and perhaps most popular, situational theory to be advanced was the ‘Contingency Theory of Leadership Effectiveness' developed by Fred E. Fiedler" (Bedeian, Glueck 504). This theory explains that group performance is a result of interaction. (Online reviews)
Situational leadership is a theory which was designed in 1969 by Paul Hersey and Ken Blanchard. The “contingency theories of leadership” states that a leader’s effectiveness is dependent on their behaviours in relation to different situational factors. Thus, situational leadership theory, relates to how a leader 's effectiveness is depend on their ability to adjust their leadership behaviour to the required level of the “followers” capability or if the situation is modified.
The situational leadership theory states that leaders use different styles and strategies depending on the situation. There are two models that support this theory. The Fiedler’s Contingency Model of Leadership Effectiveness states that an “effective leadership occurs only when there is an ideal match between the leader’s style and the group’s work situation” (pg
Hersey, P. & Blanchard, K. (n.d.) Situational Leadership. In Wren, J.T. (Ed.). (1995). The Leader’s Companion (pp. 207-211). New York: Simon & Schuster.
In this theory leadership style changes as needed to ensure that the goal is achieved (Huber, 2014). Each situation may need to be addressed differently, which requires flexibility by all involved, especially leadership. Managers need to evaluate every individual to understand what they are capable of and how they fit the needs of the institution and or situation (Nash, 2015). As a nurse I think this is a very important trait for a leader to have because of how quickly things change and how we must work within our environment. For example, in healthcare we sometimes have to allow others to take control of a situation on to ensure the best possible outcome for each patient. In addition, the manager needs to ensure that each person works within the scope of their practice, functions at the highest level allowed and completes their tasks. To be a successful leader in healthcare and achieve desired outcomes requires a high level of flexibility by leadership. I would also say that the contingency theory would also fit into my leadership style. The basis premise of this theory is that each situation is different and leadership needs to take that into account when managing a situation (Huber, 2014). At times a leader needs to look at the bigger picture and incorporate that in their decision making process. When looking at a specific situation taking input from all parties involved can lead to a more effective solution. We can learn a lot form those around us and need to take that in account to be an effective
The Trait Theory points out that there is a certain type of person making a good leader, with the decisive factor being: having or not having distinctive qualities of being a leader. Despite that, being an effective leader can still be a challenge. External and internal influences impact the effectiveness of the program and must be considered in order to succeed. Which leads us to the Behavioural Theory, thinking of what a good leader actually does. Kurt Lewin developed three leadership types, such as the autocratic leader who is a maker, someone who makes decisions without consultation with others.
(Schermerhorn, 2012) defines Contingency thinking, “Recognizes that management practices must be tailored to fit the exact nature of each situation” (p.6). The research suggests that Trader Joe’s management is very formulaic in their approaches from defining and maintaining company culture to site location and advertising methods. Daft, R. L. (2015) States, The idea behind contingency theories is that leaders can analyze their behavior to improve leadership effectiveness” (p.17).
For example, under this theory the leader would employ High Directive/High Support leadership behaviors to the Disillusioned Learner. Ideally, the leader helps the followers as they progress through the stages to achieve the Self-Reliant Achiever/Delegating level. While I do not necessarily fully subscribe to the theory, it does seem to have merit and I do believe that it is important for an effective leader to have the capability and flexibility to adapt his or her style to the needs of the followers in order to encourage everyone’s success. I also believe that an effective leader plays a significant role in promoting and molding individuals’ readiness as it relates to motivation and commitment. As such, I developed my leadership assessment with these points in mind. The assessment focuses on 14 attributes that I believe are important not only for a leader to be successful within the parameters of the SLT, but...
Since the end of the 19th century, when factory manufacturing became widespread and the size of organisations increased, people have been looking for ways to motivate employees and improve productivity. A need for management ideas arise which lead to classical contributors such as Frederick Taylor and Henri Fayol generating management theories such as Taylor’ Scientific Management and Fayol’s Administrative Management. In the late 1920’s and early 1930’s the Hawthorne studies were conducted where Elton Mayo was the predominate figure and contributed to the Behavioural viewpoint. This brought about a Human Relations Movement which included Douglas McGregor’s Theory X and Theory Y approach. Similarities and differences can be found between the theories due to the relevant time period they were implemented, the motives or goal of the theory and how they view organisations. However the use of contingency theory can help negate the dissimilarities which occur as it allows the relevant elements from each theory to be applied to specific situations.
Compare and contrast the management theories of Frederick Taylor, Henri Fayol, Elton Mayo, and Douglas McGregor. In what sense(s) are these theories similar and/or compatible? In what sense(s) are these theories dissimilar and/or incompatible? How would a contingency theorist reconcile the points of dissimilarity and/or incompatibility between these approaches? The twentieth century has brought in a number of management theories which have helped shape our view of management in the present business environment.
There are several theories that examine an organization and it’s approach to managing work in an effort to develop efficiency and increase production. Two classical approaches to management are Taylor’s scientific management theory and Weber's bureaucratic management theory. Both men are considered pioneers of in the study of management.
In the contingency leadership theories both the task and the follower’s characteristics are used to determine which behavior is better suited for effective leadership. Within the contingency approach are several factors to consider: the quality of relationships, tasks and activities to be performed, perceptions of the leader based on history, the motivation of both the leader and the follower, and personal characteristics influencing the situation (Leadership Theories and Studies, 2009). The first contingency leadership theories studies were conducted by Fred Fiedler, a leadership researcher and the earliest pioneer in the field of contingency leadership, who focused on how situational variables interact with leader personality and behavior (Contingency Approach to Management, 2009); from these studies he developed the contingency leadership model. The contingency leadership model is used to determine whether a person’s leadership style is task– or relationship-oriented, and if the situation (leader-member relationships, task structure and position power) matches the leader’s style to maximize performance (Lussier & Achua, 2010). Fielder discovered that leadership effectiveness was dependent on the factors of the leader–follower relationship, task structure, and leader position.
Trait theories are theories that consider personal qualities and characteristics that differentiate leaders from nonleaders." Early results aimed at confirming this theory were inconclusive. Many research studies were conducted and each identified key traits supposed to differentiate leaders from nonleaders. The problem is that they didn't get the same results, thus failing to discover common traits, which should have shown in each research study. When applying the Big Five Personality framework (extraversion, agreeableness, conscientiousness, emotional stability and openness to experience) to the study and research of leadership traits, results were more encouraging. They showed that the most important trait for leaders was extraversion. Still, this founding sh...
A new element has been introduced by the contingency approach, which takes into consideration the impact of the organizational or work group on the extent to which given leader traits and behaviors will be effective. The approach was used mainly in the late 1960s and 1970s. Fiedler 's contingency theory, path-goal theory, the Vroom-Yetton-Jago decision-making model of leadership and the situational leadership theory are the most popular contingency
Fiedler’s Theory is stated in the power point presentation as the association between leadership orientation and group effectiveness is contingent on how favorable the situation is for exerting influence. If there is some catastrophe which will befall a group or set of individuals if a task is not complete, then that group will be more effective as they are motivated to complete that task to avert that particular catastrophe.