Situational appraches - I

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Situational appraches - I Appropriate leadership style is based on the leader, followers and situation

Contingency theories Fiedler’s contingency model Goal-Path Theory Leader Participation Model (Vroom & Yetton)

Contingency Theory [Fiedler: 1967] The situation has to be adapted to the leader 3 factors are important for leadership conditions: Leader-member relations Task structure Position power These situational factors produce 8 octants [see F&S] ranging from very favourable to very unfavourable for the leader

Fiedler’s Contingency Theory First situational leadership theory Engineer the job to fit the leader rather than adapting the style of the leader to the situation. LPC-scores (Least Preferred Coworker differentiate between relation-oriented and task-oriented leaders. A favourable leadership situasjon is when: Followers have positive relation to their leader Tasks are structured Leader enjoys high levels of power

Leader effectiveness Task-oriented leaders tend to do well in situations that are either very favourable or very unfavourable. Relation-oriented leaders do well in situations of intermediate favourability. Leadership styles are constant. It is a reflection of personality and behavior.

Effective leadership varies with the situation