Contingency theory

1. Contingency theory Created 1964 Group Wiki http://contingency4.wikispaces.com/

2. Agenda

3. Contingency Theory • Definition of the word “Contingency” • Unforeseen event • Emergency • Incident • Possibility • Eventuality • When during the course of our working day, do we have a contingent event occur?

4. Contingency Theory • In short, contingency theory has 2 concerns: • STYLES of Leadership • And • SITUATIONS of organizations • How well does the leader’s style fit the CONTEXT? (Northouse, page 113).

5. Model of theory

6. Contingency Theory • In Contingency Theory, Leadership styles are described as • Task motivated: reaching a goal • Or • Relationship motivated: developing close interpersonal relationships

7. Contingency Theory • Strengths of theory • A quick reminder from (Pfeffer, 1997) • “There is no one best way and any way is not the answer to understand the dynamic reality of complex organizations”.

8. Contingency Theory • Some Strengths of Theory • One of the most widely researched • Studies with sound methodology support theory • Forces us to consider situations of leaders • Predictive using contextual data • Matches leader to situation; not vice versa • Provides useful data about leadership styles

9. Contingency Theory • Criticisms of theory • Fiedler argued that if a leader and a situation do not match, ‘engineer’ the job to fit leader (poses doubt) • Controversial • Does not examine leadership over time; a snapshot view (no continuum) • Difficult to operationalize and measure personality constructs

10. Contingency Theory • More criticisms: • Looks at contingency variables not as independent variables • Inconclusive and conflicting results to validate the LPC scale • Predictive model but the LPC is not clearly defined • Fails to explain why certain leaders are better in certain situations than others

11. Contingency Theory • More criticisms: • Difficult to understand how rating on LPC scale reflects leadership style • LPC directions are unclear • Cumbersome scale because it measures four factors to determine if leader is good for environment

12. Contingency Theory

13. Contingency Theory

14. Contingency Theory • Role Play One • Survey One Least Preferred Co-Worker • Role Play Two • Survey Least Preferred Co-Worker • Role Play Three • Survey Least Preferred Co-Worker • Results of Three Surveys • Discussion

15. Role Play 1 • Summary and Wiki Link

16. Role Play 2 • Summary and Wiki Link

17. ROLE Play 3 • Summary and Wiki Link

18. Applications • How you place leaders for greatest effectiveness • Rotation of leadership to maintain effectiveness • Leadership training- to use or not to use? • Reengineering of an organization • Short term vs. long-term needs of an organization • How group diversity changes leadership dynamics

19. Applications • K-12 • Principal matches in elementary vs. secondary situations • Student commitment vs. strategic leadership • Higher Education • Advising student groups • Leading leaders in mid an senior level management positions • Crisis management

20. SUMMARY • Relation to video

21. References • Fiedler, F. E., & Chemers, M. M. (1974). Leadership and effective management. Glenview, IL: Scott, Foresman and Company. • Fiedler, F. E., Chemers, M. M., & Mahar, L. (1977). Improving leadership effectiveness: The leader match concept. New York: Wiley. • Fiedler, F. E., & Mahar, L. (1979). The effectiveness of contingency model training: A review of the validation of leader match. Personnel Psychology, 32, 45-62. • Kennedy, J. K., Jr., Houston, J. M., Korsgaard, M. A. & Gallo, D. D. (1987). Education and Psychological Measurement, 47, 807-814. • Northouse, P. G. (2007). Leadership: Theory and practice. London: Sage Publications. • Saha, S. K. (1979). Contingency theories of leadership: A study. Human Relations, 32, 313-322. • Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American Psychologist, 62,17-24.