Theoretical Reflections

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Term Paper Title	Theoretical Reflections
# of Words	2242
# of Pages (250 words per page double spaced)	8.97

Theoretical Reflections

[Category]:

Business

[Paper Title]:

[Text]:

Theoretical Reflections - Contingency Theory

Research Notes

(Considerations for Technology Driven Reform)

Contingency theory suggests that appropriate behavior in a given situation
depends on a wide variety of variables and that each situation is different.
What might work in one organization, set of issues, or employee group might not
work in a different organization with its own set of issues and employees.
Effectiveness of schools, for example, is contingent upon the leadership style
of the principal and the favorableness of the situation (Hendricks, 1997). This
methodology acknowledges that no one best way exists to manage in a given
situation and those situational variables, from both the internal and external
environments impact on leadership practice.

Leadership styles cannot be fully explained by behavioral models. The
situation in which the group is operating also determines the style of
leadership that is adopted. Several models exist which attempt to understand the
relationship between style and situation; the four major theories comprising my
contingency category are Fiedler's Contingency Model, Situational Theory,
Path-Goal Theory, and the Vroom-Yetton Leadership Model.

Fiedler's Contingency Model

Fiedler's model assumes that group performance depends on:

Leadership style, described in terms of task motivation and relationship
motivation.

Situational contingencies, determined by three factors:

1. Leader-member relations - Degree to which a leader is accepted and
supported by the group members.

2. Task structure - Extent to which the task is structured and defined, with
clear goals and procedures.

3. Position power - The ability of a leader to control subordinates through
reward and punishment.

High levels of these three factors give the most favorable situation, low
levels, the least favorable. Relationship-motivated leaders are most effective
in moderately favorable situations. Task-motivated leaders are most effective at
either end of the scale. Fiedler suggests that it may be easier for leaders to
change their situation to achieve effectiveness, rather than change their
leadership style.

Fielder, F. (1967). A theory of leadership effectiveness. New York: McGraw.

This theory defines factors that determine how the leader's personality and
styles of interacting with others affects the group performance and
organization. The appropriateness of the ...

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