Fiedler’s contingency theory, which is an aggregation of ideas about the unpredictability in the external environment variables that affect work, as well as the inherent individual qualities of leadership and decision-making, is one of the finest models to employ for contingency leadership. The Fiedler Contingency Model states leadership cannot be defined by a standard set of qualities but instead, it is based on the way the individual adapts to a situation. This is made up of two elements: “leadership style” and “situational favorableness” (also called “situational control”).
The first step in implementing this model is to identify the leadership style. According to Fiedler, the leadership style is fixed and is measurable based on the scale that he developed which was called Least-Preferred Co-Worker Scale (LPC Scale). The scale measures the degree to which a leader least enjoys working with a person. Task-oriented leaders are very quick to organize a group and assign tasks to get the project delivered.
For them, relationship building is a low priority. On the other hand, relationship-oriented leaders focus more on personal connections, managing conflicts, and negotiations, and are better equipped to make complex decisions. The second step is to understand “situational favorableness” which is defined through 3 distinct factors: Leader-Member Relations – It will represent the level of trust and conviction the team has in the leader. Task Structure –This highlights how vaguely or discretely the task is explained. Leader’s Position Power – this refers to the amount of power needed to direct the group.
The path-goal contingency leadership theory appeals to me. According to the principle, helping, supporting, and motivating others would help them achieve their goals. By doing this, you help them determine and achieve their goals by removing barriers to performance and offering corresponding rewards along the way. I enjoy assisting others and seeing them achieve their goals. Because you focus on connections and demonstrate sensitivity to individual team members’ needs, and you regard your team members’ best interests, being supportive in a path-goal leadership role is critical. You can also be an achievement-oriented leader who sets hard goals for your team and believes in their ability to attain them. This is most effective for those who are unmotivated and unchallenged.
Work Cited
Lussier, Robert N. and Christopher F. Achua. Leadership: Theory, application, & skill development. Cengage learning, 2016.