1. THE
CONTINGENCY
LEADERSHIP
THEORY

2. GROUP MEMBERS
 MONICA SINGH
 PRANITA PADTE
 SUNIL KUMAR
 ARIF RATHORE
 PAYEL GHOSH
 ANUP KUMAR

3. THE CONTINGENCY LEADERSHIP
THEORY
 Itsa 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.

4.  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.

7.  Contingency Approach
Style
Leader Traits
Behavio Outcomes
r (Performance,
Position satisfaction, etc.)
Needs Task
Maturit Structur
Followers y e Situation
Training Systems
Cohesio Env.
n

8.  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.

9.  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.

10. 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

11. 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

12. 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.

13. STRENGTHS
 Many researchers have tested it and was
proven valid and reliable approach to
explaining how leadership can be achieved
 Has a broadened understanding
 Predictive, 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

14. 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

15. 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

16. THANK YOU