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06 Contingency Theory
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- 1Contingency Factors in Leadership Research- Task characteristics
- Follower characteristics
- Characteristics of the leader
- Characteristics of the environment - 2Assumptions of the Contingency Theory- task-oriented vs relationship-oriented
- there is no best-style of leadership, the leader's style should match the situation
- effectiveness criteria: group performance, later: group satisfaction - 33 Factors that capture a situation's favorableness- Member Relations (group atmosphere, confidence, loyality, attraction of followers to leader -> high deree of subordinate trust, liking, positive relationships)
- Task Structure (if task is clear+spelled out -> rules are clearly stated, limited correct solutions)
- Position Power (amount of authority a leader has to reward/punish -> strong power: hire+fire, raises in rank or pay) - 4Consequence of Mismatch between Leader and situation1. Experience of stress because of mismatch
2. Under stress, less-mature coping styles are chosen
3. Less-mature coping styles result in poor decision making - 5Least Preferred Coworker (LPC)To figure out if a task or people oriented behaviour is appropriate.
-Leader-Member-relation: good or poor?
- Task structure: high or low?
-Position power: strong or weak?
-> Highly (un)favorable situations: task-oriented leaders
-> Moderately favorable situations: relationship oriented leaders - 6Evaluation of Contingency THeoryStrengths:
- relevant information regarding the type of leadership that is most likely to be effective in particular contexts
- leaders should not expect to be effective in every situation
Weakness:
- not a full explanation to why leaders of particular styles are only successful in specific situations
- leadership style is seen as personality trait
- Critisism of LPC scale
- Problem with practical use of the model (complex variables)
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- Creado por Josefine Marie · 16 oct 2020
- Copiado por Josefine Marie · 20 oct 2020
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