Situational Theory in Leadership

Situational Era (contingent and situational theories:1960s)

Continuous research studies are entitled to find out another new approach to leadership. It is the contingency theory of leadership. It developed in a situational era. This approach to leadership evolved in the 1960s. The hypothesis of contingent and situational theories is leadership style is not fixed. It changes according to the situation. Selection of the leadership style according to the situation. In other words, leadership style depends on the situation. There are several sub-theories that explain the contingency theory of leadership. 

Application of the contingency theory

Application of this theory can be described via, Tannenbaum and Schmidt’s framework, Hersey and Blunchard’s situational leadership theory and through Fiedler’s Model.

Tannenbaum and Schmidt’s framework

The framework emphasizes on 3 situational factors.

1.      Leader’s characteristics

2.      Subordinates’ characteristics

3.      Situational characteristics

This contingency theory mainly aims at 2 types of leadership styles. Those are boss-centered leadership and subordinate-centered leadership. It depends on the above situational factors.

A leader’s characteristics are one of a circumstance that affects to decide leadership style.

Example: leaders who prefer centralized decision-making and the managers who make the decision and announce it, are influenced by a boss-centered leadership style.

If the followers are committed, loyal, dedicated, careful about task and goal achievement, skillful, experienced, and educated, the manager/ leader is possible to practice a subordinate-centered leadership style. It means although a manager’s usual leadership style is task-oriented, he has to change his leadership style according to his subordinates’ characteristics and be a relationship-oriented leader.

 

Hersey and Blanchard’s situational leadership theory.

It is one of an instance of the contingency theory of leadership. Its attention is on followers’ readiness. Follower’s readiness is the extent to which members have the ability and willingness to accomplish a specific task. In this theory contingent factor is the follower’s readiness. The selection of an appropriate leadership style is consistent with followers’ readiness. According to the followers’ readiness, the manager has to decide on the leadership style. There are 4 types of leadership styles are presented in Hersey and Blanchard’s theory such as: directive leadership style, high task, and relationship-oriented leadership style, supportive/ participative leadership style, and monitoring. Those are depended on the ability and willingness of followers. Application of this theory can be presented as follows:

 

Follower readiness  (Ability and willingness)	Appropriate leadership style
1.      Unable and unwilling 2.      Unable but willing 3.      Able and unwilling 4.      Able and willing	Directive leadership style High task and relationship oriented leadership style Supportive/ participative leadership style Monitoring leadership style

 

Fiedler’s Model

Fiedler’s model relates to the contingency theory of leadership. Fred Fiedler discovered 3 contingent factors that affect to leadership style. Those are,

1.      Leader-member relation

2.      Task structure

3.      Position power

 

Leader-member relations reflect the degree of subordinates’ confidence, trust, and respect about their leader.

Example: If leader-member relation is high, task-oriented leadership style is appropriate.

 

Task structure is the degree to which the job assignments are assigned.

Example: if the task structure is low, relationship oriented leadership is suitable.

Position power encompasses with power to hire, fire, discipline, promote and provide salary increments.

Example: Task oriented leadership is suitable when position power is strong.

The selection of leadership style whether it is task-oriented or relationship-oriented is based on contingent factors.

Application of Fiedler’s model

The application of Fiedler’s model exhibits in the following way.

It assumes leadership style is fixed and does not change. But situational factors can be changed according to the leadership style. 

For an instance: Manager assigns an individual who is relationship-oriented as a leader under favorable conditions. Thus organization's performance level becomes reduced due to appointing a relationship-oriented leader for a favorable situation. Therefore, the manager attempts to increase the performance level. In order to increase the performance level, he can implement two actions,

1. Removing the relationship-oriented leader and replacing the task-oriented leader.

2.  Alteration of the contingent factors: task structure, leader-member relation, and position power.

Since It is the evolution and application of the contingency theory. Further research studies on leadership theory resulted in identifying modern leadership styles.