Contingency Theories

Contingency Theories

1. - theories of leadership that consider the leadership effectiveness of particular behaviours or behavioural styles to be contingent on the nature of the leadership situation

   • Fiedler's Contingency Theory
     • - distinguished between task-oriented leaders who are authoritarian and value group success and relationship-oriented leaders who are relaxed and friendly
       • Least preferred co-worker scale (LPC) - scale for measuring leadership style in terms of favourability of attitude towards ones least preferred co-worker
         • High LPC scores means that the respondent felt favourably inclined towards a fellow member (indicated a relationship oriented style
           • Effective when situational control lies in the middle
         • Low LPC scores means that the respondent was harsh on a poorly performing co-worker, indicating a task-oriented style
           • Effective when situational control is high or low
   • Normative Decision Theory
     • - a contingency theory of leadership that focuses on the effectiveness of different leadership styles in group decision-making contexts
       • Autocratic leader - subordinate input is not sought
       • Consultative - subordinate input is sought, but the leader retains the authority to make the final decision
       • Group decision making leaders - leader and subordinates are equal partners in a truly shared decision making process
   • Path Goal Theory
     • - a contingency theory of leadership that can also be classified as a transactional theory. It focuses on how structuring and consideration behaviours motivate followers
       • Rests on the assumption that a leader's main function is to motivate followers by clarifying the paths that will help them reach their goals