This power point is about contingency theory, one of some theories of leadership. Hope you guys find it useful. Email me if you have any question: dolphin.blue9x@gmail.com I'd be delighted to receive your emails

1. Group Presentation

2. Contingency Theory
Group 5: Tran Hoang Mai Duong Thi Huong
Ha The He Bui Nhu Hong Hanh
Nguyen Le Thuc Oanh Le Minh Tan Trung

3. Contingency Theory
Understanding the Model
Leadership Styles
Situational Variables
Strengths and Criticisms
Application

4. Understanding the Model
 Born 1922 - is one of the leading researchers in
Industrial and organizational psychology of the
20th century
 He helped this field move from the research on
traits and personal characteristics of leaders, to
leadership styles and behaviors.
 In 1967 he introduced the contingency modeling
of leadership, with the now-famous Fiedler
contingency model.
Fred Fiedler

5. Understanding the Model
 There is no one best style of leadership. Instead, a leader’s effectiveness is
based on the situation.
Leadership Styles
Situational
Favorablenessv.s.

6. Leadership Styles

7. Leadership Styles
Task motivated: primarily reaching a goal
Relationship motivated: developing close
relationship

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

9. Situational Variables
Contingency theory suggest that situations can be characterized in terms of
three factors:
1. Leader-member relations
2. Task structure
3. Position power

10. Leader-member relation
 Consist of the group atmosphere and the degree of confidence, loyalty
and attraction that followers fell for their leader.
Atm: +++
subordinates trust, get
along with their leader
Atm: unfriendly
Friction exists within the
group

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

12. 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

13. 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)

14. Contingency theory is concerned with
a. Styles and Traits
b. Situations and Styles
c. Traits and Situations
d. Skills and Styles
b. Situations and Styles

15. How many factors can situation be characterized?
a. 1
b. 2
c. 3
d. 4
c . 3

16. Strengths and Criticisms
Strengths
Criticisms

17. empirical research and
predictive power
broaden our
understanding of
leadership
provides data on leader’s styles
that could be useful to
organization in developing
leadership profiles.
do not require that
leaders be effective in all
situational
It failed to explain fully why
people with certain leadership
styles are more effective in some
situation than in others
Fails to explain adequately what
organization should do when
there is a mismatch between
leader and the situation
The LPC scale does not seem
valid on the surface because it
does not correlate well with other
standard leadership measures
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Unpleasant 1 2 3 4 5 6 7 8 Pleasant
Rejecting 1 2 3 4 5 6 7 8 Accepting
Tense 1 2 3 4 5 6 7 8 Relaxed
Cold 1 2 3 4 5 6 7 8 Warm
Boring 1 2 3 4 5 6 7 8 Interesting
Backbiting 1 2 3 4 5 6 7 8 Loyal
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Insincere 1 2 3 4 5 6 7 8 Sincere
Unkind 1 2 3 4 5 6 7 8 Kind
Inconsiderate 1 2 3 4 5 6 7 8 Considerate
Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy
Gloomy 1 2 3 4 5 6 7 8 Cheerful

18. Applications
??????

19. 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.

20. Thank you for your attention!! 