Analyze Contingency Model

Historically, contingency theory has sought to formulate broad generalizations about the formal structures that are typically associated with or best fit the use of different technologies. The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who studied the personality and characteristics of leaders.The model states that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation. This is the result of two factors – "leadership style" and "situational favorableness" (later called "situational control"). Fiedler's scale for building his model ranged from highly relationship-oriented leaders to highly task-oriented leaders. Relationship-oriented leaders tend to view followers as more capable of completing work with proper interaction and motivation. Task-oriented leaders generally believe others must be driven or pushed to complete tasks in more assertive ways. This fits with a more traditional, top-down organizational structure. In typical leadership roles, a manager must actually have the ability to flex his natural tendencies and balance these two functions. He must direct employees in completing work, but this is generally more effective if employees believe their managers genuinely care about them as people.The contingency approach to leadership was influenced by two earlier research programs endeavoring to pinpoint effective leadership behavior. Although multiple sets of leadership behaviors were originally identified based on these questionnaires, two types of behaviors proved to be especially typical of effective leaders: (1) consideration leader behaviors that include building good rapport and interpersonal relationships and showing support and concern for subordinates and (2) initiating structure leader behaviors that provided structure (e.g., role assignment, planning, scheduling) to ensure task completion and goal attainment. 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

54. Analyze Fiedler’s Model = 53

Situational Favorableness

· Leader-Member Relations – This is the level of trust and confidence that your team has in you. A leader who is more trusted and has more influence with the group is in a more favorable situation than a leader who is not trusted.

· Task Structure – This refers to the type of task you're doing: clear and structured, or vague and unstructured. Unstructured tasks, or tasks where the team and leader have little knowledge of how to achieve them, are viewed unfavorably.

· Leader's Position Power – This is the amount of power you have to direct the group, and provide reward or punishment. The more power you have, the more favorable your situation. Fiedler identifies power as being either strong or weak.

Date: 2015-12-18; view: 659