Essays on Leadership Contingency Theories Coursework

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The paper 'Leadership Contingency Theories " is a good example of management coursework.   Leadership can be described as the ability that a person has that can make people follow his or her lead. In most cases, leaders are used to making people achieve or accomplish some goals. Leaders have the ability to organize people in different ways with the aim of achieving a given objective. However, different leaders apply different leadership models. This means that there are various theories of leadership. The leadership style used determines the fate of the group that he or she is leading.

For instance, a leader who uses autocratic leadership does not consider other key stakeholders in the organization or any other entity. This paper focuses and discusses the different contingency theories (Caproni 2012). Theories In the contingency theory, the success of the leader is considered as a function of many interlinked contingencies. This is usually in the form of task and variables. These theories include Fiedler’ s theory and situational theory. The fielder’ s theory is the earliest theory, and it comes from the trait and behavioral models.

The model asserts that the performance of a given group is dependent on the psychological orientation of the leader and the other three crucial factors. These include task structure, a leader’ s power position, and the atmosphere of the group. However, the theory explains that the performance of the group will be mainly influenced by the interaction of two factors. These include the leadership and situational favorableness. According to the theory, leadership style is the consistent mode of interaction, which takes place between the leader and the workgroup. The leadership style highly depends on the personality of the leader.

The theory has classified leadership styles. In order to achieve this, there was the development of an index scale known as the least preferred coworker scale. In this case, the scales  may require a  leader to list all the people that he or she has ever worked with in any capacity. After that, the leader is expected to describe a person with whom he worked least well. The responses are then summed and averaged. If the leader scores a high LPC, it means that he or she has a human relations alignment.

However, if the score is a low LPC, then it means a task orientation. According to the theory, the effectiveness of a leader is dependent on the degree of the match between his or her personality and the situation favorableness. In this case, a leader can be task-oriented or relationship-oriented (Certo and Trevis 2014). This theory has various weaknesses and strongholds. However, it has more weaknesses than strongholds. First, it is dependent on the opinions of the leader. This means that a single rating of a coworker determines whether the leader is task or relationship-oriented.   Results may vary since  a leader might be controlled by anger before making the decision.

In addition, few people can remember the persons they have been within a short time. This means that the theory has a larger error margin compared to the other theories. This means that it can classify a leader in the wrong category. The theory does not consider the emotional situation of a leader. This means that there are times that the leader might state the wrong figure just because he is under stress.

In the same way, the leader might overstate the figure or state a lower figure. This means that the conclusion made based on the leader's figure will be wrong (Day and Antonakis 2012).

References

Caproni, P.J. (2012) Management Skills for Everyday Life. 3rd edn. New Jersey: Pearson Education

Certo, S.C. and Trevis Certo, S. (2014) Modern Management: Concepts and Skills. 13th edn. International Edition. Harlow: Pearson

Daft R. L. (2011) Leadership. 5th edn. – International Edition, London: South-Western Cengage Learning

Daft, R.L. and Marcic, D. (2014) Building Management Skills. International Edition. London: South-Western Cengage Learning

Day, D. V. and Antonakis, J. (Eds.) (2012) The Natue rof Leadership. 2nd edn. London: Sage

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