Contingency theory

Question 1

Basis of contingency theory

Answer 1

• Contingency theories proposed that the best style of leadership depended on the features of the context or situation
• Contingency theories were developed by those who rejected the idea that there was ‘one best way’ of leading

Question 2

Tannenbaum & Schmidt proposition

Answer 2

They proposed that effective leaders had to operate on a continuum between more ‘autocratic’ and more ‘democratic’ leadership styles, depending on the situation

Question 3

Three forces (contextual factors) (t+s)

Answer 3

• Tannenbaum & Schmidt (1958) proposed that the ‘best fit’ style depended on a combination of three contextual factors which they called ‘forces’:
  1) Leader forces: The personality, values and preferences of the leader and beliefs the leader has about the level of confidence in subordinates and degree of employee participation needed
  2) Follower forces: Degree to which followers have a need for independence, a tolerance for ambiguity, knowledge of the problem and expectations about involvement
  3) Situation forces: The complexity of the problem, the importance of the decision, time pressure to make the decision, the norms of the organisation, and the effectiveness of those groups in teamworking (i.e. solving problems and resolving conflicts themselves).

Question 4

T+s implications (2)

Answer 4

1) Diagnosing the situation before they act to identify what kind of leadership style would be the best ‘fit’ for the situation.
2) Adapting their style to suit the situation. In other words, leaders need to be like a ‘chameleon’ and be able to change their leadership style to fit their setting. This means that leadership must be as set of behavioural styles leaders can learn and switch between, not a set of fixed traits you are born with.

Question 5

Hershey and Blanchard Situational leadership

Answer 5

• Proposed that leaders should determine the most effective leadership style for the contingencies of the type of situation they face
• They specifically focused on how ‘ready’ the followers were to ‘lead’ themselves (e.g. make decisions and have a sense of direction)

Question 6

Stage of development (readiness) of followers (h+b)

Answer 6

1) - “Ability” refers to how competent or capable the followers are in doing their tasks. Ask: do followers have the ability to do the job to the required standard?

2- “Willingness” refers to how confident and committed followers are in getting on with the job themselves. Followers might be competent at their job (high ability), but be not willing to ‘lead’ themselves.

• Followers might be ‘unwilling’ for different reasons: it might be because they lack confidence, or it might be because they do not accept the aims of goals of the organisation

Question 7

Four permutations of willingness (h+b)

Answer 7

R1: Unable and unwilling
R2: Unable but willing
R3: Able but unwilling
R4: Able and willing

Question 8

Hersey and Blanchard (1977) proposed that two leadership styles or ‘dimensions’ should be considered when deciding what leadership style should be used

Answer 8

1) Directive behaviour: this is the degree to which the leader directs the behaviour of followers by instructing them on how to complete tasks. This dimension attends only to the task itself.
2) Supportive behaviour: this is the degree to which the leader gives social consideration and emotional support to followers (e.g. listening, praising, encouraging, reassuring, etc.). This dimension attends to the social relationships.

Question 9

4 types of style to use based on readiness of followers

Answer 9

S1 Telling
Instruct and direct followers about what tasks to do and how to do them.
S2 Selling
Persuade, reassure and encourage followers to do the tasks you ask them to and how you want them to do it.
S3 Participating
Involve and consult with followers about what tasks to do and how to do them.
S4 Delegating
Empower and trust followers to have full responsibility to decide what to do and how to do it.