One of Leadership Theory

1. Presentation

2. Contingency Theory
Under the Guidance of:
Miss. Bhawana Saun
Faculty IMS
Presentation By:
Shweta Talwar
Sakshi Jain
Shubhangi Mahajan
Shweta Agrawal
Sanjay Singh
MBA (e.com) 1st Sem

3. Contingency Theory

5. Models in contingency leadership theory
 The Fiedler Contingency model
 Hersey & Blanchard's Situational Leadership model
 Path-Goal theory
 Charismatic Leadership

6. Fred Fiedler
 Fiedler (1964, 1967)
 Situation Moderates Leader Effectiveness and
Subordinate Traits
 Based on “Least Preferred Coworker” (LPC)
 Indicates Leader’s Motive Hierarchy (nAFF)
 High LPC is Considerate
 Low LPC is Directive
 Based on Situational Favorability
 Leader-Member Relations, Position Power, Task
Structure
Fred Fiedler

7. LPC – leadership instruments
To measure the leadership
style
Least Preferred Co-Worker (LPC) Scale
High LPCs = Relationship-motivated
Low LPCs = Task-motivated

8. Situational Variable Factors
Contingency theory suggest that situations can be characterized in
terms of three factors:
1.Leader - Member Relation
2.Task structure
3.Position power

9. Leader-member relation
 Consist of the group atmosphere and the degree of confidence,
loyalty and attraction that followers fell for their leader.
 The quality of the leader-member exchange relationship mediates the
relationship
between
transformational
leadership
and
innovative behavior, affective organizational commitment
and employees’ satisfaction with Hr-practices.

10. Task structure
Considered as structured when:
- Is the degree to which the requirements of a task are clear and
the performer know the requirement clearly
spelled out
the path to accomplishing the task has few alternatives
- Task that are completely structured tend to give more control to the
completion the unclear be clearly demonstrated
leader, whereas vague and task can tasks lessen the leader’s control
and influence.
only limited number of correct solutions to task exist

11. Position Power
 Position power: the amount of authority the leader has to reward or
to punish followers
 Includes the legitimate power
 Strong: a person has the authority to hire and fire or give raises in
rank or pay
 Weak: vice versa

12. Situational Variables
 The most favorable situation are those having good leader-follower relations,
defined tasks, and strong leader-position power. (task-motivated)
 The least favorable situation are those having bad leader-follower relations,
structured tasks and weak leader-position power. (task-motivated)
 The moderately favorable fall b/w these two extremes. (relationship-motivated)

13. Situational Leadership model
 Hersey & Blanchard (1977)
 Leadership Depends of “Maturity” of Followers
 Job Maturity (KSAs)
 Psychological Maturity (Self-Efficacy)
 Minimal to Moderate Maturity = Supportive
 Moderate to Maximum Maturity = Directive
 Developmental Interventions
 Simple vs. Contingency Contracting

14. Path-Goal theory
 Leaders Influence Satisfaction and Performance
 Increase Subordinate Outcomes By:
 Clarifying Path to Goals
 Reducing Roadblocks to Goals
 Increase JS on the Way
 Links to VIE

15. Path-Goal theory (contd.)
 Inclusion of Task Characteristics and Subordinate Characteristics
 4 Types of Leaders
 Supportive (Boring)
 Directive (Unstructured)
 Participative (Complex)
 Achievement-Oriented (High nACH Employees)
 Mixed Results

16. Charismatic Leadership
 Charismatic leaders have the ability to inspire almost anyone.
 Self-confidence is a key characteristic of the charismatic leader.
 Taking risks and convincing others to take risks is a characteristic of the
charismatic leader.
 Charismatic leaders have the ability to connect with followers in such a way that
the follower feels special and needed. These leaders are sensitive to the needs
of others and are responsive to those needs.
 Creativity is a characteristic of many leaders, especially the charismatic leader.
These leaders take creative approaches to everything including solving
problems, completing tasks or starting new projects.

17. How to apply contingency theory
 Leaders should always be adaptable
 This is a theory that lends itself to that adaptability.
 If we recognize that success is a matter of having the right mix of
skill and opportunity, you can evaluate what to bring to the table,
and what to dismiss.

18. Strength
 Many researchers have tested it and was proven valid and reliable
approach to explaining how leadership can be achieved
 Has a broadened understanding
 Predictive, so therefore provides useful information about the type of
leadership
 Does not require that people are effective in all situations.
 Data collected from this theory can be useful

19. Limitations
 It has been criticized because it has failed to explain fully why
people with certain leadership styles are more effective in some
situations then others
 Sometimes mismatch between the leader and the situation in the
workplace
 Various aspects of environment has to be considered

20. Conclusion
- Natural leadership style, and the situations in which it
will be most effective.
- The model says that leader are either task-focused, or
relationship-focused.
- It doesn’t allow for leadership flexibility, and the LPC
score might give an inaccurate picture of your
leadership style.

21. Conclusion
•Its very important for a leader to possess the
quality of taking decisions in different situations
•Acting differently in different situations
•Think differently in different situations
•Various factors
•Circumstances play important role in this theory

22. Thank you for your attention!! 