FIEDLER’S CONTINGENCY MODEL OF LEADERSHIP

• FIEDLER’S CONTINGENCY MODEL OF LEADERSHIP
  ORGANIZATION BEHAVIOR
  
  
• CONTNIGENCY THEORIES BACKGROUND

1. FIEDLER’S CONTINGENCY THEORY IS NOT THE ONLY CONTINGENCY THEORY
2. CONTINGENCY THEORY IS A GENERAL THEORY WHICH SAYS THAT THERE IS NO ONE SINGULAR BEST WAY TO STRUCTURE THE ORGANIZATION. BEST WAY IS CONTINGENT ON THE SITUATION
3. BEST LEADERSHIP STYLE WILL BE CONTINGENT ON THE SITUATION

• FIEDLER’S CONTINGENCY MODEL

1. FIELDER’S CONTINGENCY THEORY STATES THERE IS NO BEST WAY TO LEAD ONE’S TEAM.IT WILL BE DETERMINED BY THE SITUATION
2. THE SITUATIONAL THEORY SAYS THAT THERE IS NO ONE BEST STYLE OF LEADERSHIP UNIVERSALLY APPLICABLE TO ALL SITUATIONS.
3. A LEADERSHIP STYLE MAY BE EFFECTIVE UNDER ONE SITUATION AND INEFFECTIVE UNDER OTHER.
4. HE IDENTIFIED TWO BASIS OF STYLES OF LEADERSHIP
5. TASK ORIENTED OR CONTROLLING: UNDER WHICH THE LEADERSHIP GAINS SATISFACTION FROM SEEING TASK PERFORMED
6. RELATIONSHIP ORIENTED OR CONSIDERATE LEADERSHIP UNDER WHICH LEADER TRIES TO ACHIEVE GOOD INTERPERSONAL RELATIONS WITH THE SUBORDINATES
   
   

• FIEDLER’S CONTINGENCY MODEL
• LEAST –PREFERRED CO WORKER SCALE(LPC)
• TO MEASURE TWO BASIC STYLES: TASK ORIENTED AND RELATIONSHIP ORIENTED
• LPC RATINGS ARE MADE BY PEOPLE IN A GROUP AS TO THESE WITH WHOM THEY WOULD LEAST LIKE TO WORK

·         PLEASANT-----------------------------------------UNPLEASANT

·         FRIENLY---------------------------------------------UNFRIENDLY

·         ACCEPTED---------------------------------------------REJECTED

• LEAST-PREFERRED CO WORKER SCALE(LPC)

1. LOW LPC LEADERS PUT MORE FOCUS ON COMPLETING TASK SUCCESSFULLY EVEN AT THE EXPENSE OF INTERPERSONAL RELATIONSHIP,GAINING SELF ESTEEM THROUGH TASK COMPETITION AND VALUE JOB PERFORMANCE
2. HIGH LPC LEADER EMPHASIZE GOOD INTERPERSONAL RELATIONSHIP ARE MORE CONSIDERATE,DERIVE MAJOR SATISFACTION FROM RELATIONSHIP WITH OTHERS AND ARE NOT INFLUENCED BY THE SUCCESS OR TASK ACCOMPLISHMENT
3. LOW LPC REFLECT TASK ORIENTED AND HIGH LPC REFLECT RELATIONSHIP ORIENTED

• SITUATIONAL VARIABLES

1. LEADER –FOLLOWER RELATIONS;-COMPATIBILITY BETWEEN GROUP MEMBERS AND MANAGERS. IF GROUP MEMBERS RESPECT THE MANAGER AND ALSO FEEL PERSONAL ATTACHMENT THE
2. TASK STRUCTURE IE THE DEGREE OF TASK STRUCTURE IS HIGHLY STRUCTURED WITH FORMAL GUIDELINES THEN DIRECTIVE LEADERSHIP AND IN CASE OF LESS STRUCTURED MORE CONCILIATORY BEHAVIOR
3. POSITION POWER- THE DEGREE OF INFORMAL POWER AND FORMAL AUTHORITY ENJOYED BY THE LEADER. THE POSITION OF THE POWER IS INFLUENCED BY ORGANIZATIONAL CULTURE,FORMAL POSITION AND STYLE OF WORK ENVIRONMENT

• FIEDLER’S SITUATIONAL COMBINATION
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• CONCLUSION

1. TASK ORIENTED LEADERS TEND TO BE MOST EFFECTIVE IN SITUATIONS THAT ARE EITHER VERY FAVORABLE OR VERY UNFAVORABLE
2. RELATION ORIENTED LEADER TEND TO BE MOST EFFECTIVE IN SITUATIONS THAT ARE EITHER INTERMEDIATE IN FAVOUARABLENESS
3. IT IS NOT FEASIBLE TO SUGGEST AN IDEAL OR NORMATIVE STYLE OF LEADERSHIP THAT WILL SUIT ALL SITUATIONS.
4. A LEADER CAN BE EFFECTIVE ONLY IF HE IS ABLE TO ADAPT STYLE ACCORDING TO THE DYNAMICS OF THE SITUATION VARIABLE
5. ITS MODEL IS CONSIDERED AS A SIGNIFICANT CONTRIBUTION
6. IT FOCUSES LEADERSHIP EFFECTIVENESS DEPENDS UPON THE LEADERSHIP QUALITIES AS WELL AS THE SITUATION.