1. Contingency Theory of Leadership
Krista Douvlos

2. What is Contingency theory?
No one leadership style
Situational factors
Unique circumstances
Leader
Group
Task
Each leadership situation is different because of a combination of unique factors
Therefore, effectiveness is based upon combination of situational factors
These situational factors are the emphasis and focus of this theory.
There is no one best way to lead. NO one size fits all of leadership.
In many cases, these factors are broadly categorized as the leader, the group or who is being led, and the task/goal
-furthermore, some variations of this theory look at these categories deeper and break it up into more characteristics
i.e environment,, phys char/personality traits of leader, followers’ expectations, energy/activity levels, competenace, if there is a crisis, etc

3. Different types Strategic Contingency Situational
Decision Participation
Fiedler’s Contingency
Contingency Theory can be broke down into different variations.
Strategic Contingency
Situational
Vroom and Yetton’s Decision Participation
Fiedler’s Contingency
These four are the leading ones.
I’m going to do a brief introduction to the first 3, and talk more in depth about Fiedler’s theory, as it is the leading theory in this area.

4. Strategic Contingency Theory
DJ Hickson, 1971
Problem Solving Skills
Power
Pros and Cons
Developed by DJ Hickson in 1971.
This theory is based on how a leader uses their problem solving skills to complete tasks/problems, with more of the emphasis on the task.
Leader is general in a central position and has the power comes from the tasks.
I.e. This power comes from being the ability to solve problems, the ability to cope with uncertainty, and having other group processes dependent on them.
Leadership is maintained by continuing to problem solving or completing tasks.
Systematic/ machinelike because it is so focused on problems and the tasks that will help complete them
Pros:
deemphasizes personality and focuses on technique and the ability to solve a problem
Works well in academic and scientific settings
Cons: power is loosely defined;
Situation is also loosely defined

5. Hersey and Blanchard’s Situational
“Leadership depends on each individual situation, and no single leadership style can be considered the best.”
Because tasks are different, each ones needs different leadership techniques.
Dan will be talking more about this later.

6. Vroom and Yetton’s Decision Participation
Vroom and Yetton 1973… + Jago 1988
Decision making process is basis of leadership
3 categories of decision making
This theory was created by Vroom and Yetton in 1973 with an addition by Jago in 1988.
Focus of this theory is how leaders make their decisions in terms of the group.
It also states that decision making is how successful leaders emerge and move forward.
It is part of the contingency theory grouping because it reaffirms there isn’t a one size fits all for leadership and its dependent on the situation
A flowchart was created to help determine how much group participation should be in the process.

7. Vroom, yetton, jago FLowchart
this model would be used to figure out how much you should bring the group in.
It assesses different parts of the task, the group.
After going through the questions it will group you and advise you on what to do and how much group participation to be brought in.
Autocratic- Dictator role; basically telling others to obey your orders
Consultative- Leader goes to the group and asks for suggestions on how to move forward
Group- Most democratic; group decision
Also, I applied this theory to the Katrina Case studies briefly and found that leaders (ie gov/mayor) should have moved with autocratic action
Yes-> yes -> yes-> yes A2 or yes -> no -> yes A1

8. Examples of leadership groups
Autocratic
Consultative
Group
Autocratic: Ex. Hitler, didn’t really take anyones consideration into his decision making
Maybe cutting a budget
Consultative: Ex. President with their cabinet, consults with these people on specific issues at hand
How to market something
Group: Ex. Jury or board of directors
Launching a new program

9. Fiedler’s Theory Fielder, 1958 Leadership depends on style and control
Relations Oriented
Task Oriented
Control
Group Relations
Task
Leader
Fiedler’s theory is the leading theory of contingency leadership
It was developed by Fred Fiedler in 1958.
This theory states leadership depends on style and control of the situation.
This theory is not about changing leadership but about finding the right position for the style of leadership one has.
He defines style between being task oriented or relations oriented. This orientation helps understand how the personality plays a role.
Fiedler defines control through 3 factors: group relations, task, and the leader’s position
Putting all these variables together will help find the most effective leadership style for a situation
Fielder and Garcia: Cognitive resource theory
-includes intelligence and competence and experience

10. Step 1: LPC SCALe
To find out if you are more relations oriented or task oriented, Fiedler designed the LPC Scale.
This scale asks the leader to rate their least preferred coworker on a scale of binary adjectives.
A high LPC Score
more considerate/supportive of personal relations as they view LPC more positively
Less emphasis on task;
Some settings task may not be as defined; Leader might have to lean on personality for help in goals
Much better at avoiding/dealing with conflict, and therefore more able to make complex decisions
Low LPC score
Views LPCs more negatively, relationship building is not important
More task oriented, leader relies on task to move forward
task must be well defined;
quick to organize group to complete task
These settings with structured task may lead to less importance of personality
I was trying to come up with examples of these and could really think of how they applied to professors in our program. What do you guys think?

11. Step 2: Control factors Group Relations Structure of Task
How are the relations between the leader and the group members?
Structure of Task
Is the task structured?
Leader’s Position
How much power do you have over the group?
Group Relations -> this is how much trust the group has in the leader
Favorable: a lot of trust in confidence in the leader
Structure of Task -> Sounds just like it is? Is the task clear and defined?
Favorable: Clear, defined task
Leader’s Position-> Power the leader has over the group? Can they give out rewards and punishments?
Favorable: More power

12. Finding the most effective leader
Like I stated, Fiedler’s theory is about matching the best leader with the situation.
Fiedler laid out the various combinations of different factors in the first 3 columns and then put what type of leader would be most effective.
For example, if all three control factors are favorable, then a leader with a low LPC would be most effective.
Advantages:
Helps match leaders with ideal situations
Disadvantages:
LPC scale is very subjective, also what happens if you fall near the middle
Doesn’t allow for change in leaders aka flexibility of leaders
Theory applies to groups where there is a leader that’s closely overseeing members and doesn’t apply to other groups such as teams or more broad groups.

13. Question
Can these theories be applied to executive branch leaders such as a president, governor and/or mayor? Why or why not?
Strategic Contingency -> task/problem solving
Decision Participation -> level of group involvement
Fiedler’s Contingency -> style and control