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2013/02/20

Leadership

fielders Contingency Theory
One of the most well validated situational theories is Fielders happening model19. Whilst Grid theory
advocates adopting a high birth high task approach in all situations, contingency theory
suggests that loss leaders should consider troika contextual factors before decision making on the best people-task
mix to any situation.
1. loss leader- fragment relations - these butt end be either good or poor.
2. Task social organisation - how prescribed and systematized is the action the leader is wanting staff to
take.
3. Leader positional power - the degree of positional authority the leader has over staff in relation
to the specific task at relegate.
The model has been shown to work best20 when situations argon classified into one of three categories:
1. Favorable
2. Moderately favourable
3. Unfavourable
When the situation is moderately favourable, (either good leader member relations, with low task
structure and a low level of positional authority; OR when leader member relations are poor, the task
structure is high, and positional authority is high) a task-orientated approach has been shown to be
more effective. In all other situations a relationship-orientated approach whole caboodle best.

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Fielder asserted that leaders have a paramount fixed-style, and that leaders should therefore be
matched to the specific situation at hand in a given organisational unit, when selecting leaders. This
echoes Peter Druckers [21] claim that is furthest easier to turn an average performer into a star performer
by finding roles where their natural strengths are called for than it is by trying to receive their weaker
areas.
Vrooms Normative Participation Model - How Participatory Should You Be
Vrooms participative model provides a set of rules or norms (hence normative) that determine how
democratic a leader should be when making decisions. After a weighing up various contingencies a
leader can rent to:
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