Situational / Contingency Theories:
- The fundamental underpinning of the situational leadership theory is there is no single "best" style of leadership.
- Effective leadership is task-relevant and that the most successful leaders are those that adapt their leadership style to the maturity of the individual or group they are attempting to lead/influence.
- Effective leadership varies, not only with the person or group that is being influenced, but it will also depend on the task, job or function that needs to be accomplished.
- The situational approach to leadership is based on the assumption that each instance of leadership is different and therefore requires a unique combination of leaders, followers, and leadership situations.
- This interaction is commonly expressed in formula form: SL=f(L,F,S), where SL is successful leadership; f stands for function of; and L, F, and S are, respectively, the leader, the follower, and the situation.
- In other words, this formula says that successful leadership is a function of a leader, follower, and situation that are appropriate for one another. Some of the major studies based on situational perspective are described below.
Fiedler's contingency theory
Fred E. Fiedler's contingency theory centers on the belief that there is no best way for managers to lead. Different situations create different leadership style requirements for managers. The style that works in one environment may not work in another. Fiedler looked at three elements that dictate a leader's situational control. These elements are:
- Task structure. Is the job highly structured, fairly unstructured, or somewhere in between? The spelling out in detail (favorable) of what is required of subordinates affects task structure.
- Leader/member relations. This element applies to the amount of loyalty, dependability, and support that a leader receives from his or her employees. In a favorable relationship, a manager has a highly formed task structure and is able to reward and/or punish employees without any problems. In an unfavorable relationship, the task structure is usually poorly formed, and the leader possesses limited authority.
- Positioning power. Positioning power measures the amount of power or authority a manager perceives the organization has given him or her for the purpose of directing, rewarding, and punishing subordinates. Positioning powers of managers depends on the taking away (favorable) or increasing (unfavorable) of the decision-making power of employees.
Fiedler then rated managers as to whether they were relationship oriented or task oriented.
- Task-oriented managers tended to do better in situations with good leader/member relationships, structured tasks, and either weak or strong position power.
- They also did well when the tasks were unstructured but position power was strong, as well as when the leader/member relations were moderate to poor and the tasks were unstructured.
- Relationship-oriented managers, on the other hand, do better in all other situations.
- The task-motivated style leader experiences pride and satisfaction in task accomplishment for his or her organization, while the relationship-motivated style leader seeks to build interpersonal relations and extend extra help for team development in his or her organization.
Fiedler concluded that task oriented leader would do better in favorable and unfavorable situations as shown in the figure. Category I, II, III, VII and VIII are better for task oriented leaders.
Relationship oriented leaders are better in moderately favorable situation i.e. category IV, V, and VI.
Judging whether a leadership style is good or bad can be difficult. Each manager has his or her own preferences for leadership. Task-motivated leaders are at their best when their teams perform successfully—such as achieving new sales records or outperforming major competitors. Relationship-oriented leaders are at their best when greater customer satisfaction is gained and positive company images are established.
Robert House's path-goal theory
- The path-goal theory, developed by Robert House, is based on the expectancy theory of motivation. A manager's job is to coach or guide workers to choose the best paths for reaching their goals. Based on the goal-setting theory, leaders engage in different types of leadership behaviors depending on the nature and demands of a particular situation.
- A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction. He or she is motivational when need satisfaction is contingent on performance; this leader facilitates, coaches, and rewards effective performance.
- Path-goal theory identifies several leadership styles to motivate and satisfy employees:
- Achievement-oriented. The leader sets challenging goals for followers, expects them to perform at their highest levels, and shows confidence in their abilities to meet these expectations. This style is appropriate when followers lack job challenges.
- Directive. The leader lets followers know what is expected of them and tells them how to perform their tasks. This style is appropriate when followers hold ambiguous jobs.
- Participative. The leader consults with followers and asks them for suggestions before making a decision. This style is appropriate when followers are using improper procedures or are making poor decisions.
- Supportive. The leader is friendly and approachable. He or she shows concern for the followers' psychological well-being. This style is appropriate when followers lack confidence.
Path-goal theory assumes that leaders are flexible and that they can change their styles as situations require. This theory proposes two contingency variables that moderate the leader behavior-outcome relationship:
- Environment characteristics are outside the control of followers, task structure, authority system, and work group. Environmental factors determine the type of leader behavior required if follower outcomes are to be maximized.
- Follower characteristics are the focus of control, experience, and perceived ability. Personal characteristics of subordinates determine how the environment and leader behavior are interpreted.
- Effective leaders clarify the path to help their followers achieve their goals, and make their journeys easier by reducing roadblocks and pitfalls. Research demonstrates that employee performance and satisfaction are positively influenced when leaders compensate for shortcomings in either their employees or the work settings. An effective leader is one who understands the characteristics of subordinates and environmental situation and who matches his behavior accordingly.
Qualities of Good leadership
- Vision: A strong sense of where you are going as a person and where you think society, your community and your organization should be going – and how it might get there
- A good leader has an exemplary character. It is of utmost importance that a leader is trustworthy to lead others. A leader needs to be trusted and be known to live their life with honestly and integrity. A good leader “walks the talk” and in doing so earns the right to have responsibility for others. True authority is born from respect for the good character and trustworthiness of the person who leads.
- A good leader is enthusiastic about their work or cause and also about their role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen to be part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty.
- A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members.
- A leader also needs to function in an orderly and purposeful manner in situations of uncertainty. People look to the leader during times of uncertainty and unfamiliarity and find reassurance and security when the leader portrays confidence and a positive demeanor.
- Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head.
- A good leader as well as keeping the main goal in focus is able to think analytically. Not only does a good leader view a situation as a whole, but is able to break it down into sub parts for closer inspection. Not only is the goal in view but a good leader can break it down into manageable steps and make progress towards it.
- A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas.
- Innovation: The ability to "think outside the box," take risks and develop new and effective solutions to old and emerging problems.
- Effective communication: A willingness and ability to listen to and understand the thoughts, ideas and concerns of others and to clearly communicate your own. A vision is nothing if it can't be sold to others.
- Forward-looking — Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values.
This comment has been removed by the author.
ReplyDeleteSituational Approaches to Leadership
ReplyDeleteThe theme in early approaches to understanding leadership was the desire to identify traits or behaviors that effective leaders had in common. A common set of characteristics proved to be elusive, however. Researchers were continually frustrated by the lack of consistent support for their findings and conclusions. As a result, research began to focus on what style of leadership was most effective in a particular situation. Contingency or situational theories examine the fit between the leader and the situation and provide guidelines for managers to achieve this effective fit.
The theorists in this section believe that managers choose leadership styles based on leadership situations. Managers adjust their decision‐making, orientation, and motivational approaches based upon a unique combination of factors in their situations: characteristics of employees, types of work, organizational structures, personal preferences, and upper‐level management's influences.
Fiedler's contingency theory:
Fred E. Fiedler's contingency theory centers on the belief that there is no best way for managers to lead. Different situations create different leadership style requirements for managers. The style that works in one environment may not work in another.
Fiedler looked at three elements that dictate a leader's situational control. These elements are:
Task structure. Is the job highly structured, fairly unstructured, or somewhere in between? The spelling out in detail (favorable) of what is required of subordinates affects task structure.
Leader/member relations. This element applies to the amount of loyalty, dependability, and support that a leader receives from his or her employees. In a favorable relationship, a manager has a highly formed task structure and is able to reward and/or punish employees without any problems. In an unfavorable relationship, the task structure is usually poorly formed, and the leader possesses limited authority.
Positioning power. Positioning power measures the amount of power or authority a manager perceives the organization has given him or her for the purpose of directing, rewarding, and punishing subordinates. Positioning powers of managers depends on the taking away (favorable) or increasing (unfavorable) of the decision‐making power of employees.
Fiedler then rated managers as to whether they were relationship oriented or task oriented. Task‐oriented managers tended to do better in situations with good leader/member relationships, structured tasks, and either weak or strong position power. They also did well when the tasks were unstructured but position power was strong, as well as when the leader/member relations were moderate to poor and the tasks were unstructured. Relationship‐oriented managers, on the other hand, do better in all other situations.
The task‐motivated style leader experiences pride and satisfaction in task accomplishment for his or her organization, while the relationship‐motivated style leader seeks to build interpersonal relations and extend extra help for team development in his or her organization.
Judging whether a leadership style is good or bad can be difficult. Each manager has his or her own preferences for leadership. Task‐motivated leaders are at their best when their teams perform successfully—such as achieving new sales records or outperforming major competitors. Relationship‐oriented leaders are at their best when greater customer satisfaction is gained and positive company images are established.
House's path-goal theory
ReplyDeleteThe path‐goal theory, developed by Robert House, is based on the expectancy theory of motivation. A manager's job is to coach or guide workers to choose the best paths for reaching their goals. Based on the goal‐setting theory, leaders engage in different types of leadership behaviors depending on the nature and demands of a particular situation.
A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction. He or she is motivational when need satisfaction is contingent on performance; this leader facilitates, coaches, and rewards effective performance. Path‐goal theory identifies several leadership styles:
Achievement‐oriented. The leader sets challenging goals for followers, expects them to perform at their highest levels, and shows confidence in their abilities to meet these expectations. This style is appropriate when followers lack job challenges.
Directive. The leader lets followers know what is expected of them and tells them how to perform their tasks. This style is appropriate when followers hold ambiguous jobs.
Participative. The leader consults with followers and asks them for suggestions before making a decision. This style is appropriate when followers are using improper procedures or are making poor decisions.
Supportive. The leader is friendly and approachable. He or she shows concern for the followers' psychological well‐being. This style is appropriate when followers lack confidence.
Path‐goal theory assumes that leaders are flexible and that they can change their styles as situations require. This theory proposes two contingency variables that moderate the leader behavior‐outcome relationship:
Environment characteristics are outside the control of followers, task structure, authority system, and work group. Environmental factors determine the type of leader behavior required if follower outcomes are to be maximized.
Follower characteristics are the focus of control, experience, and perceived ability. Personal characteristics of subordinates determine how the environment and leader behavior are interpreted.
Effective leaders clarify the path to help their followers achieve their goals, and make their journeys easier by reducing roadblocks and pitfalls. Research demonstrates that employee performance and satisfaction are positively influenced when leaders compensate for shortcomings in either their employees or the work settings.
leadership is the ability to influencing a group toward achievement of goals...
ReplyDeletecharacteristics of leadership are:
ReplyDelete1.process of interpersonal influence.
2.leader and follower.
3.common goal.
4.continuous goals.
5.rest on power.
Situational / Contingency Theories:
ReplyDeleteThe situational approach to leadership is based on the assumption that each instance of leadership is different. There is no single "best" style of leadership. It requires a unique combination of leaders, followers, and leadership situations.
Fiedler's contingency theory:
This theory believes that there is n best way to lead for a manager. In various situations there are different approaches to lead. Fiedler looked at three elements that dictate a leader's situational control. These elements are:
1) Task Structure
2) Leader/member relations
3) Positioning Power
Robert House's path-goal theory:
This theory was developed by Robert House. It is based on the expectancy theory of motivation. A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction. He or she is motivational when need satisfaction is contingent on performance.
Qualities of Good leadership:
A good leader is:-
Confident
exemplary
motivational
communicative
visionary
innovative
supportive
good listener
Contingency/Situational approach: Contingency or situational theories examine the fit between the leader and the situation and provide guidelines for managers to achieve this effective fit.
ReplyDeleteFiedler's contingency theory: The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of leadership style and situational favorability (later called situational control). The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favourable situation". Fiedler found that task-oriented leaders are more effective in extremely favourable or unfavourable situations, whereas relationship-oriented leaders perform best in situations with intermediate favourability.
Robert House's path-goal theory:The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom.[36] According to House, the essence of the theory is "the meta proposition that leaders, to be effective, engage in behaviours that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance".[37] The theory identifies four leader behaviours, achievement-oriented, directive, participative, and supportive, that are contingent to the environment factors and follower characteristics. In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviours are fluid, and that leaders can adopt any of the four depending on what the situation demands.
Qualities of good leadership
1. Communication:Being able to clearly and succinctly describe what you want done is extremely important. If you can’t relate your vision to your team, you won’t all be working towards the same goal.
2. Positive Attitude:If you are not enthusiastic about what you do – You team will not be too!
3. Honesty:Your business and your team are a reflection of yourself, and if you make honest and ethical behavior a key value, your team will follow suit.
4. Ability to Delegate:Trust your team and give them a sense of responsibility by delegating some of the tasks. It’s important to remember that trusting your team with your idea is a sign of strength, not weakness.
5. Great leaders have direction:Don’t get tripped up by small issues, but choose to stay focused on the big picture.
6. Confidence:Keep up your confidence level, and assure everyone that setbacks are natural and the important thing is to focus on the larger goal. As the leader, by staying calm and confident, you will help keep the team feeling the same.
7. Commitment:If you expect your team to work hard and produce quality content, you’re going to need to lead by example. There is no greater motivation than seeing the boss down in the trenches working alongside everyone else, showing that hard work is being done on every level.
8. Creativity:As a leader, it’s important to learn to think outside the box and to choose which of two bad choices is the best option. Don’t immediately choose the first or easiest possibility; sometimes it’s best to give these issues some thought, and even turn to your team for guidance.
9. Intuition:Learning to trust yourself is as important as your team learning to trust you.
10. Great leaders are solutions: Don’t get stopped by a problem but rather seek out solutions.
Situational Approaches to Leadership
ReplyDeleteThe theme in early approaches to understanding leadership was the desire to identify traits or behaviors that effective leaders had in common. A common set of characteristics proved to be elusive, however. Researchers were continually frustrated by the lack of consistent support for their findings and conclusions. As a result, research began to focus on what style of leadership was most effective in a particular situation. Contingency or situational theories examine the fit between the leader and the situation and provide guidelines for managers to achieve this effective fit.
Fiedler's contingency theory:
This theory believes that there is n best way to lead for a manager. In various situations there are different approaches to lead. Fiedler looked at three elements that dictate a leader's situational control. These elements are:
1) Task Structure
2) Leader/member relations
3) Positioning Power
Robert House's path-goal theory:The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom.[36] According to House, the essence of the theory is "the meta proposition that leaders, to be effective, engage in behaviours that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance".[37] The theory identifies four leader behaviours, achievement-oriented, directive, participative, and supportive, that are contingent to the environment factors and follower characteristics. In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviours are fluid, and that leaders can adopt any of the four depending on what the situation demands.
Qualities of Good leadership:
A good leader is:-
Confident
exemplary
motivational
communicative
visionary
innovative
supportive
good listener
Situational / Contingency Theories:
ReplyDeleteThe situational approach to leadership is based on the assumption that each instance of leadership is different. There is no single "best" style of leadership. It requires a unique combination of leaders, followers, and leadership situations.
Fiedler's contingency theory:
This theory believes that there is n best way to lead for a manager. In various situations there are different approaches to lead. Fiedler looked at three elements that dictate a leader's situational control. These elements are:
1) Task Structure
2) Leader/member relations
3) Positioning Power
Robert House's path-goal theory:
This theory was developed by Robert House. It is based on the expectancy theory of motivation. A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction. He or she is motivational when need satisfaction is contingent on performance.
Qualities of Good leadership:
A good leader is:-
Confident
exemplary
motivational
communicative
visionary
innovative
supportive
good listener
Contingency theory of leadership
ReplyDeleteIn contingency theory of leadership, the success of the leader is a function of various contingencies in the form of subordinate, task, and/or group variables. The effectiveness of a given pattern of leader behavior is contingent upon the demands imposed by the situation. These theories stress using different styles of leadership appropriate to the needs created by different organizational situations. No single contingency theory has been postulated. Some of the theories are:
• Fiedler’s contingency theory:
Fiedlers theory is the earliest and most extensively researched. Fiedler’s approach departs from trait and behavioral models by asserting that group performance is contingent on the leader’s psychological orientation and on three contextual variables: group atmosphere, task structure, and leader’s power position.
. The path–goal theory, :
path–goal theory also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of her or his subordinates. The revised version also argues that the leader engages in behaviors that complement subordinate's abilities and compensate for deficiencies. The path–goal model can be classified as a transaction leadership theory.
Qualities of Good leadership
1. Communication
Being able to clearly and succinctly describe what you want done is extremely important. If you can’t relate your vision to your team, you won’t all be working towards the same goal.
2. Positive Attitude
If you are not enthusiastic about what you do – You team will not be too!
3. Honesty
Your business and your team are a reflection of yourself, and if you make honest and ethical behavior a key value, your team will follow suit.
4. Ability to Delegate
Trust your team and give them a sense of responsibility by delegating some of the tasks. It’s important to remember that trusting your team with your idea is a sign of strength, not weakness.
5. Great leaders have direction.
Don’t get tripped up by small issues, but choose to stay focused on the big picture.
6. Confidence
Keep up your confidence level, and assure everyone that setbacks are natural and the important thing is to focus on the larger goal. As the leader, by staying calm and confident, you will help keep the team feeling the same.
7. Commitment
If you expect your team to work hard and produce quality content, you’re going to need to lead by example. There is no greater motivation than seeing the boss down in the trenches working alongside everyone else, showing that hard work is being done on every level.
8. Creativity
As a leader, it’s important to learn to think outside the box and to choose which of two bad choices is the best option. Don’t immediately choose the first or easiest possibility; sometimes it’s best to give these issues some thought, and even turn to your team for guidance.
9. Intuition
Learning to trust yourself is as important as your team learning to trust you.
10. Great leaders are solutions-driven.
Don’t get stopped by a problem but rather seek out solutions.
Contigency Theory of leadership:
ReplyDeleteIn contingency theory of leadership, the success of the leader is a function of various contingencies in the form of subordinate, task, and/or group variables. The effectiveness of a given pattern of leader behavior is contingent upon the demands imposed by the situation. These theories stress using different styles of leadership appropriate to the needs created by different organizational situations. No single contingency theory has been postulated. Some of the theories are:
• Fiedler’s contingency theory:
Fiedlers theory is the earliest and most extensively researched. Fiedler’s approach departs from trait and behavioral models by asserting that group performance is contingent on the leader’s psychological orientation and on three contextual variables: group atmosphere, task structure, and leader’s power position. Fred E. Fiedler's contingency theory centers on the belief that there is no best way for managers to lead. Different situations create different leadership style requirements for managers. The style that works in one environment may not work in another.
Fiedler looked at three elements that dictate a leader's situational control. These elements are:
Task structure. Is the job highly structured, fairly unstructured, or somewhere in between? The spelling out in detail (favorable) of what is required of subordinates affects task structure.
Leader/member relations. This element applies to the amount of loyalty, dependability, and support that a leader receives from his or her employees. In a favorable relationship, a manager has a highly formed task structure and is able to reward and/or punish employees without any problems. In an unfavorable relationship, the task structure is usually poorly formed, and the leader possesses limited authority.
Positioning power. Positioning power measures the amount of power or authority a manager perceives the organization has given him or her for the purpose of directing, rewarding, and punishing subordinates. Positioning powers of managers depends on the taking away (favorable) or increasing (unfavorable) of the decision‐making power of employees.
Fiedler then rated managers as to whether they were relationship oriented or task oriented. Task‐oriented managers tended to do better in situations with good leader/member relationships, structured tasks, and either weak or strong position power. They also did well when the tasks were unstructured but position power was strong, as well as when the leader/member relations were moderate to poor and the tasks were unstructured. Relationship‐oriented managers, on the other hand, do better in all other situations.
The task‐motivated style leader experiences pride and satisfaction in task accomplishment for his or her organization, while the relationship‐motivated style leader seeks to build interpersonal relations and extend extra help for team development in his or her organization.
Judging whether a leadership style is good or bad can be difficult. Each manager has his or her own preferences for leadership. Task‐motivated leaders are at their best when their teams perform successfully—such as achieving new sales records or outperforming major competitors. Relationship‐oriented leaders are at their best when greater customer satisfaction is gained and positive company images are established.
• House's path-goal theory
ReplyDeleteThe path‐goal theory, developed by Robert House, is based on the expectancy theory of motivation. A manager's job is to coach or guide workers to choose the best paths for reaching their goals. Based on the goal‐setting theory, leaders engage in different types of leadership behaviors depending on the nature and demands of a particular situation.
A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction. He or she is motivational when need satisfaction is contingent on performance; this leader facilitates, coaches, and rewards effective performance. Path‐goal theory identifies several leadership styles:
Achievement‐oriented. The leader sets challenging goals for followers, expects them to perform at their highest levels, and shows confidence in their abilities to meet these expectations. This style is appropriate when followers lack job challenges.
Directive. The leader lets followers know what is expected of them and tells them how to perform their tasks. This style is appropriate when followers hold ambiguous jobs.
Participative. The leader consults with followers and asks them for suggestions before making a decision. This style is appropriate when followers are using improper procedures or are making poor decisions.
Supportive. The leader is friendly and approachable. He or she shows concern for the followers' psychological well‐being. This style is appropriate when followers lack confidence.
Path‐goal theory assumes that leaders are flexible and that they can change their styles as situations require. This theory proposes two contingency variables that moderate the leader behavior‐outcome relationship:
Environment characteristics are outside the control of followers, task structure, authority system, and work group. Environmental factors determine the type of leader behavior required if follower outcomes are to be maximized.
Follower characteristics are the focus of control, experience, and perceived ability. Personal characteristics of subordinates determine how the environment and leader behavior are interpreted.
Effective leaders clarify the path to help their followers achieve their goals, and make their journeys easier by reducing roadblocks and pitfalls. Research demonstrates that employee performance and satisfaction are positively influenced when leaders compensate for shortcomings in either their employees or the work settings.
Qualities of good leadership:
1. Optimistic Outlook: A leader must always be an optimistic in attitude. He must have the quality to take initiation in confident way in difficult situations.
2. Human Character: A leader must be a man of human character. He should pose traits like honesty, loyalty, self-discipline and devotion to the organization.
3. Sense of responsibility: A leader must be a sensible person. He must feel morally responsible for each and every responsibility, which is done within his supervision.
4. Vision and foresight: A leader must have vision and foresight how to begin the work and how to achieve organizational activities.
5. Intelligence: It is a mental quality of a leader. A leader must have the quality to deal with complex and difficult situation in intelligent and confident manner.
6. Self-confidence: A leader must have confidence for any kind of work he is doing. He has to decide any kind of situation according to his own knowledge. So, he should have self-confidence.
7. Physical fitness: This quality focuses on the physical out-look of a leader. A leader must be physically a sound person.
Situational / Contingency Theories:
ReplyDeleteThe situational approach to leadership is based on the assumption that each instance of leadership is different and therefore requires a unique combination of leaders, followers, and leadership situations.
Fiedler's contingency theory
Fred E. Fiedler's contingency theory centers on the belief that there is no best way for managers to lead. Different situations create different leadership style requirements for managers. The style that works in one environment may not work in another.
Robert House's path-goal theory
Path-goal theory identifies several leadership styles to motivate and satisfy employees
Some qualities for good leader:
1. A good leader has an exemplary character.
2. A good leader is enthusiastic about their work or cause and also about their role as leader.
3. A good leader is confident.
4. A leader also needs to function in an orderly and purposeful manner in situations of uncertainty.
5. Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose.
The earliest and one of the most influential contingency theories was developed by Frederick Fiedler.[751] According to the theory, a leader’s style is measured by a scale called Least Preferred Coworker scale (LPC). People who are filling out this survey are asked to think of a person who is their least preferred coworker. Then, they rate this person in terms of how friendly, nice, and cooperative this person is. Imagine someone you did not enjoy working with. Can you describe this person in positive terms? In other words, if you can say that the person you hated working with was still a nice person, you would have a high LPC score. This means that you have a people-oriented personality, and you can separate your liking of a person from your ability to work with that person. On the other hand, if you think that the person you hated working with was also someone you did not like on a personal level, you would have a low LPC score. To you, being unable to work with someone would mean that you also dislike that person. In other words, you are a task-oriented person.
ReplyDeleteAccording to Fiedler’s theory, different people can be effective in different situations. The LPC score is akin to a personality trait and is not likely to change. Instead, placing the right people in the right situation or changing the situation to suit an individual is important to increase a leader’s effectiveness. The theory predicts that in “favorable” and “unfavorable” situations, a low LPC leader—one who has feelings of dislike for coworkers who are difficult to work with—would be successful. When situational favorableness is medium, a high LPC leader—one who is able to personally like coworkers who are difficult to work with—is more likely to succeed.
Situation / Contingency Theories:
ReplyDeleteThe situational approach to leadership is based on the assumption that each instance of leadership is different. There is no single "best" style of leadership. It requires a unique combination of leaders, followers, and leadership situations.
Fiedler's contingency theory:
This theory believes that there is n best way to lead for a manager. In various situations there are different approaches to lead. Fiedler looked at three elements that dictate a leader's situational control. These elements are:
1) Task Structure
2) Leader/member relations
3) Positioning Power
Robert House's path-goal theory:
This theory was developed by Robert House. It is based on the expectancy theory of motivation. A leader's behavior is acceptable to subordinates when viewed as a source of satisfaction. He or she is motivational when need satisfaction is contingent on performance.
Qualities of Good leadership:
A good leader is:-
Confident
exemplary
motivational
communicative
visionary
innovative
supportive
good listener
Fiedler’s Contingency Theory
ReplyDeleteThe earliest and one of the most influential contingency theories was developed by Frederick Fiedler.[751] According to the theory, a leader’s style is measured by a scale called Least Preferred Coworker scale (LPC). People who are filling out this survey are asked to think of a person who is their least preferred coworker. Then, they rate this person in terms of how friendly, nice, and cooperative this person is. Imagine someone you did not enjoy working with. Can you describe this person in positive terms? In other words, if you can say that the person you hated working with was still a nice person, you would have a high LPC score. This means that you have a people-oriented personality, and you can separate your liking of a person from your ability to work with that person. On the other hand, if you think that the person you hated working with was also someone you did not like on a personal level, you would have a low LPC score. To you, being unable to work with someone would mean that you also dislike that person. In other words, you are a task-oriented person.
According to Fiedler’s theory, different people can be effective in different situations. The LPC score is akin to a personality trait and is not likely to change. Instead, placing the right people in the right situation or changing the situation to suit an individual is important to increase a leader’s effectiveness. The theory predicts that in “favorable” and “unfavorable” situations, a low LPC leader—one who has feelings of dislike for coworkers who are difficult to work with—would be successful. When situational favorableness is medium, a high LPC leader—one who is able to personally like coworkers who are difficult to work with—is more likely to succeed.
How does Fiedler determine whether a situation is “favorable,” “medium,” or “unfavorable”? There are three conditions creating situational favorableness: leader-subordinate relations, position power, and task structure. If the leader has a good relationship with most people and has high position power, and the task at hand is structured, the situation is very favorable. When the leader has low-quality relations with employees and has low position power, and the task at hand it relatively unstructured, the situation is very unfavorable.
Qualities of good leadership:
ReplyDeleteAn effective team leader has a variety of traits and characteristics that encourage team members to follow him. Team leaders naturally possess certain qualities, such as compassion and integrity, or learn leadership skills through formal training and experience. The qualities of an effective team leader inspire the trust and respect of the team and stimulate production within the workplace.
Communication
Effective team leaders communicate clearly. Quality verbal and written communication skills allow leaders to present expectations to team members in a way workers can understand. Effective communication skills also allow team leaders to listen to the input of others.
Organization
Effective team leaders possess exceptional organizational skills. Organizational skills help team leaders plan objectives and strategies, which allow team members to perform optimally. Organized team leaders put systems in place that maintain order and guide team members toward meeting company goals and objectives.
Related Reading: Ideas for Team Leader Meetings
Confidence
An effective team leader is confident in his abilities, as well as confident in the abilities of his team members. A confident leader is secure in the decisions he makes that affect his team. A self-confident team leader also reassures team members of his authority within the organization.
Respectful
A quality team leader is respectful of his team members. A respectful leader empowers employees by encouraging them to offer ideas about decisions that affect them. This lets team members know that the leader respects their input and opinions.
Fair
A quality team leader treats team members fairly. He is consistent with rewards and recognition, as well as disciplinary action. A fair leader ensures all employees receive the same treatment.
Integrity
An effective team leader is honest and open with his team members. Leaders who possess integrity gain the trust of team members because he does what he says he will do and treats others the same way he wants to be treated.
Influential
Influential leaders help inspire the commitment of team members to meet company goals and objectives. Influential leaders also help manage change in the workplace by gaining the confidence of workers through effective decision making and communication.
Delegation
Effective team leaders know how to share leadership through delegation. Delegating certain tasks to trustworthy team members allows the leader to focus on improving workplace functions and production.
Facilitator
Effective team leaders are powerful facilitators. As a facilitator, team leaders help workers understand their goals. They also help organize an action plan to ensure team members meet their goals and objectives more efficiently.
Negotiation
Team leaders utilize negotiation skills to achieve results and reach an understanding in the event of a workplace conflict. Team leaders who negotiate effectively streamline the decision-making process, as well as solve problems for the best interest of everyone involved.
Contingency theory of leadership
ReplyDeleteIn contingency theory of leadership, the success of the leader is a function of various contingencies in the form of subordinate, task, and/or group variables. The effectiveness of a given pattern of leader behavior is contingent upon the demands imposed by the situation. These theories stress using different styles of leadership appropriate to the needs created by different organizational situations. No single contingency theory has been postulated. Some of the theories are:
• Fiedler’s contingency theory:
Fiedlers theory is the earliest and most extensively researched. Fiedler’s approach departs from trait and behavioral models by asserting that group performance is contingent on the leader’s psychological orientation and on three contextual variables: group atmosphere, task structure, and leader’s power position.
. The path–goal theory, :
path–goal theory also known as the path–goal theory of leader effectiveness or the path–goal model, is a leadership theory developed by Robert House, an Ohio State University graduate, in 1971 and revised in 1996. The theory states that a leader's behavior is contingent to the satisfaction, motivation and performance of her or his subordinates. The revised version also argues that the leader engages in behaviors that complement subordinate's abilities and compensate for deficiencies. The path–goal model can be classified as a transaction leadership theory.
Qualities of Good leadership
1. Communication
Being able to clearly and succinctly describe what you want done is extremely important. If you can’t relate your vision to your team, you won’t all be working towards the same goal.
2. Positive Attitude
If you are not enthusiastic about what you do – You team will not be too!
3. Honesty
Your business and your team are a reflection of yourself, and if you make honest and ethical behavior a key value, your team will follow suit.
4. Ability to Delegate
Trust your team and give them a sense of responsibility by delegating some of the tasks. It’s important to remember that trusting your team with your idea is a sign of strength, not weakness.
5. Great leaders have direction.
Don’t get tripped up by small issues, but choose to stay focused on the big picture.
6. Confidence
Keep up your confidence level, and assure everyone that setbacks are natural and the important thing is to focus on the larger goal. As the leader, by staying calm and confident, you will help keep the team feeling the same.
7. Commitment
If you expect your team to work hard and produce quality content, you’re going to need to lead by example. There is no greater motivation than seeing the boss down in the trenches working alongside everyone else, showing that hard work is being done on every level.
8. Creativity
As a leader, it’s important to learn to think outside the box and to choose which of two bad choices is the best option. Don’t immediately choose the first or easiest possibility; sometimes it’s best to give these issues some thought, and even turn to your team for guidance.
9. Intuition
Learning to trust yourself is as important as your team learning to trust you.
10. Great leaders are solutions-driven.
Don’t get stopped by a problem but rather seek out solutions.
Top 10 Qualities That Make A Great Leader
ReplyDelete1. Honesty
2. Ability to delegate
3. Communication
4. Sense of humor
5. Confidence
6. Commitment
7. Positive attitude
8. Creativity
9. Intuition
10. Ability to inspire
Generally speaking, this jacketed glass reactor is equipped with many features and advantages compared with other types of glass reactors. Here: www.toption-china.com/products/glass-reactor-with-jacket-10l. For example, it may adopt AC frequency control of motor speed, so the rev is steady. Meanwhile, it can’t produce any spark. And it is safe and wide moment.
ReplyDelete