THE CONTINGENCY LEADERSHIP THEORY

GROUP MEMBERS

MONICA SINGH PRANITA PADTE SUNIL KUMAR ARIF RATHORE PAYEL GHOSH ANUP KUMAR

THE CONTINGENCY LEADERSHIP THEORY

Its a class of behavioral theory that claims that there is no best way to organize a corporation,

To lead a company, or To make decisions. Instead, the

optimal course of action is contingent (dependent) upon the internal and external situations

Several contingency approaches were developed in the late 1960s.

Contingency theories of leadership focus on particular variables related to the environment

According to this theory, no leadership style is best in all situations.

Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.

Contingency Approach

Style Traits

Behavior

PositionNeedsMaturit

yTrainingCohesio

n

TaskStructur

eSystem

sEnv.

Outcomes(Performance,

satisfaction, etc.)

SituationFollowers

Leader

The leader's ability to lead is contingent upon various situational factors, including

The leader's preferred style The capabilities Behaviors of followers and also various

other situational factors.

There is not one single ideal approach to leading because circumstances vary.

Change the behavior according to the situation.

These particular 'situational' or 'contingency' models offer a framework or guide for being flexible and adaptable when leading.

SOME IMPORTANT CONTINGENCIES FOR COMPANIES ARE LISTED BELOW 

1. Technology 2. Suppliers and distributors 3. Consumer interest groups 4. Customers and competitors 5. Government 6. Unions

MODELS IN CONTINGENCY LEADERSHIP THEORY

Kurt Lewin's Three Styles model Tannenbaum and Schmidt's Leadership

Behavior Continuum model The Fiedler Contingency model Path-Goal theory Hersey & Blanchard's Situational Leadership

model(s) Bolman & Deal's Four-Frame model

HOW TO APPLY IT

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.

STRENGTHS

Many researchers have tested it and was proven valid and reliable approach to explaining how leadership can be achieved

Has a broadened understandingPredictive, 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

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

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

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