Fiedlers Contingency Theory Of Leadership

Published Date: 02 Nov 2017

e.g.

http://wiki.mbalib.com/wiki/%E9%A2%86%E5%AF%BC%E5%8A%9B#.E7.9B.B8.E5.85.B3.E6.9D.A1.E7.9B.AE [Online Images]

2. Leadership Goals

Leadership is leadership based on the study came into being, to figure out what is leadership, we must first be clear: What is leadership (lead)?

Leadership is not a job position, nor is it a few people have the privilege of patents, the purposeful power but a positive interaction. More simply, leadership is to guide the team members to achieve the goals in the process, including the following aspects: guidance: it comes to the leadership skills of the leader, including authorization and management of subordinates.

Team members: team staff interpersonal, communication, conflict management and team building and maintaining. Objectives: development and decision making related to the strategic objectives of the enterprise.

Implementation process: it comes to the implementation of the implementation of the strategy, goal-oriented organizational change and organizational innovation.

Therefore, as a good leader, you need to have more than the capacity, including: guide, authorization, relationship management, strategic development and implementation of management, leadership, innovation and organizational capacity for change.

e.g.

http://wiki.mbalib.com/wiki/%E9%A2%86%E5%AF%BC%E5%8A%9B#.E7.9B.B8.E5.85.B3.E6.9D.A1.E7.9B.AE [Online Images]

3. Three leadership style that：

1. Autocratic leaders make the decisions & announce them to groups.

This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called " bossing people around ." It has no place in a leader's repertoire.

The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style.

2. Democratic leader involve employees much more in the decision-making processes.

This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.

This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything — this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions.

3. Laissez-faire leaders give employees complete freedom of action.

In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it.You cannot do everything! You must set priorities and delegate certain tasks.

This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely!

E.g.

Tannenbaum, R. & Schmidt, W. How to Choose a leadership Pattern . Harvard Business Review , May-June 1973, No. 73311 (originally published in March-April 1958 issue).

4. Fiedler's Contingency Theory of Leadership

4.1 Point of view:

Pro

This theory is very good and is given a predetermined parameter.

Leaders to determine the "thumb", Fiedler's contingency theory can help greatly:

Has a good personal relationship is a bad work environment that matches the leader.

For leaders are objective, they are placed and the tasks structured environment.

Because this is a contingency theory, it is more flexible than a "take-all" theory.

Con

LPC scale is subjective, is characterized by the context of relative.

Fiedler, LPC score applies only to the group of close supervision, does not apply to "open", such as team.

Fiedler's contingency theory, it is doubtful whether it is effective in all cases, such as when, whether it is the task clearly defined leader is selected, in addition to those bad personality.

4.2 Determine the style

Fiedler's model assumes that personal leadership style is set to the task-oriented or relationship-oriented. Task-oriented leaders are concentrated in the completion of the job, often autocratic. Leaders of relationship-oriented, people-oriented, employ creativity and teamwork to complete a project.

The style can be called through the development of "least favorite colleagues (LPC) Rumsfeld decided LPC test need a leader to think, she likes to use the least, and then the interest rate characteristics, including a series of cooperation, friendly, honest, trust and prospects. fielder's theory, those leaders who gave higher ratings the LPCS relationship-oriented leaders who gave its LPCS low ratings task-oriented leaders.

4.3 To determine the situation

The Fiedler model also need a leader, to determine his condition. According to Fiedler, "favorable" scenario depends on three factors: leadership - member relations, task structure and leader position and power. Leadership - membership leadership team members to their level of confidence and trust. The task schema leader and his followers know how much the task at hand. The status and power of the leader, to do much of an impact, such as the ability to charity positive or negative returns, a leader brings.

4.4 Leadership matched and unmatched

Personality is relatively stable, but it can change the contingency model suggests that, to improve efficiency, need to change to adapt to the situation of the leader. This is the so-called "employment project" or "transformation. May also improve the training and development of the Group leader - member organization or leader may increase or decrease the task structure and position power. In his 1976 book Improving Leadership Effectiveness: the leader match, Fiedler (with Martin Chemers and Linda Mahar) provides a self-paced leadership training program, designed to help leaders , changing the favorable or situational control.

Example:

Task-oriented leadership would be advisable in natural disaster, like a flood or fire. In an uncertain situation the leader-member relations are usually poor, the task is unstructured, and the position power is weak. The one who emerges as a leader to direct the group's activity usually does not know subordinates personally. The task-oriented leader who gets things accomplished proves to be the most successful. If the leader is considerate (relationship-oriented), they may waste so much time in the disaster, that things get out of control and lives are lost.

4.5 Superiority

Fiedler power of the theory is able to predict the individual and organizational variables into leadership effectiveness. The Fiedler model paved the way, "There is no one perfect style of leadership" as the core, such as Hersey and Blanchard's Situational Leadership Theory.

Weakness

Fiedler believes that it is easier to change the situation for an organization than its leader to change his style to match the leader. The model is the lack of flexibility, and ignore the potential of a leader adaptability through training or personal style. In addition, the the LPC scale of those who score in the middle can not be decisively marked as task-oriented or relationship-oriented model does not allow local style.

4.6 The theory of the future

The LPC model appears very much like a Bayesian weighting scheme may be integrated into a social network model, test the integrity of the organization. However, the parameters need to quantify the test and research tools. The ways in which such models can emerge is suggested by the diagrams of those giving their renditions of Fiedler's contingency theory and applications .

Any theory, research, wait about how this theory may be compared or integrated with others, such as leadership leader - member exchange, with her ​​or his supporters maintain leadership. This involves more group dynamics analysis details. To identify the characteristics of a leader, the followers of admiration, and will cause them to follow the refinement of the leaders involved in the stock LPC.

Such a discussion would not be complete without a reference to personality traits, cognitive neuroscience verification. We said earlier, the refinement of these terms should be done, but are not verified by brain scans, it sounds quite futuristic, is not out of the question, because in the field of development. The Trait Theory and Philosophy of Leadership articles entertain this ideas.