By MADHUMITA

CONTINGENCY LEADERSHIP THEORY

Theories that explain leadership effectiveness in terms of SITUATIONAL MODERATOR VARIABLES are called contingency theories. The central idea was that effective leadership was dependent on a mix of factors. The following are the contingency leadership theories: Fiedlers least preferred coworker Path-goal theory Situational theory Normative theory Substitute theory for leadership

Fiedler's Least Preferred Co-worker (LPC) Theory

The Fiedler contingency model is a leadership theory developed by Fred Fiedler (born 1922) Introduced a trait measure called LPC(Least Preferred Coworker) Unfriendly1 2 3 4 5 6 7 8Friendly Uncooperative1 2 3 4 5 6 7 8Cooperative Hostile1 2 3 4 5 6 7 8Supportive LOW LPC HIGH LPC

Situational variables

Situational variables -relationship between leader LPC score and effectiveness depends on a situation favorability. They are Leader-Member relations Position Power Task structure
# Leader-Member Relations Task structure Leader's Position- Most Effective power leader

1
2 3 4 5

Good
Good Good Good Poor

Structured
Structured Unstructured Unstructured Structured

Strong
Weak Strong Weak Strong

Low LPC
Low LPC Low LPC High LPC High LPC

6
7 8

Poor
Poor Poor

Structured
Unstructured Unstructured

Weak
Strong Weak

High LPC
High LPC Low LPC

Conceptual weakness

LPC does not work in group performance Its more of an attitude but not an option for improving leadership. This neglects the MEDIUM LPC scorers.

Path Goal Theory

The path-goal theory, also known as the pathgoal theory of leader effectiveness was developed by ROBERT HOUSE. It explains how the behavior of a leader influences the satisfaction and performance of the subordinates. the need for leaders to make rewards contingent on the accomplishment of objectives and to aid group members in attaining rewards by clarifying the paths to goals and removing obstacles to performance.

Leadership styles
There are 4 primary types of leadership styles in this theory;
1. Directive Leadership: The leader explains the performance goal and provides specific rules and regulations to guide subordinates toward achieving it. Supportive Leadership: The leader displays personal concern for subordinates. This includes being friendly to subordinates and sensitive to their needs. Achievement-oriented Leadership: The leader emphasises the achievement of difficult tasks and the importance of excellent performance and simultaneously displays confidence that subordinates will perform well. Participative Leadership: The leader consults with subordinates about work, task goals, and paths to resolve goals. This leadership style involves sharing information as well as consulting with subordinates before making decisions.

2.

3.

4.

Situational variables

Characteristics of task and environment Characteristics of subordinates

Conceptual weakness

It mainly depends on the expectancy theory which does not take the emotional reactions into consideration. The expectancy and valence may vary from people to people and change from time to time.

Normative Theory

Normative Leadership Model (Vroom and YETTON)

-A decision tree that enables the user to select one of the five leadership styles appropriate for the situation. -Determination of leadership style is based on two factors:
The

importance of individual versus group decisions (input and participation). The importance of time-driven versus developmentdriven decisions (time-pressure and quality of decision).

Situation Theory

Hersey and Blanchard proposed this model in 1977

-Used to select one of four leadership styles that match the employees maturity level in a given situation on a scale of 4 quadrants(M1 to M4) M1- directing M2- coaching M3- supporting M4- delegating

Conceptual weakness.

The maturity level may regress also in case of any emotional personal strategy. There is no specific time limit for the shift from one maturity level to next.

Leadership substitution theory

Kerr and Jermier developed this model in 1978. Substitutes for Leadership-Characteristics of the task, subordinates, or the organization that replace the need for a leader.
-Subordinates

Ability, knowledge, experience, training, independence, professional orientation, indifference to rewards Clarity and routine, methodology, feedback, intrinsic satisfaction Formalization, flexibility, support, cohesiveness

-Task

-Organization

Leadership styles

Supportive leadership- a consideration instrumental leadership- a initiating way

There is also a concept of NEUTRALISER, where a leader is prevented from acting in a specific way.

Comparison of Contingency theories Contingency Leader Traits Leader Situational

theory LPC theory LPC Behavior -Variables Task structure, LM relations Many aspects

Intervening variables --

Path-Goal theory

--

Instrumental, supportive, participative Achievement Task behavior, Relations behavior. Decision tree procedures Instrumental , supportive

Expectancies, role of ambiguity --

Situational theory Normative theory Leadership substitute thoery

--

Subordinate maturity levels. Many aspects

--

Decision quality and acceptance ---

--

Many aspects

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