Essays on Which One of the Contingency Models Would Be the Most Useful to You as a Leader Assignment

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The paper "Which One of the Contingency Models Would Be the Most Useful to You as a Leader" is an outstanding example of a management assignment. This theory suggests that leaders should adopt and develop management styles as per their follower’ s eagerness and readiness to perform certain duties or tasks which may be directive or supportive. Four leadership styles match development levels for followers including selling, telling, participating and delegating. These styles recommend the need to focus on follower’ s tasks at hand according to their development level. Moreover, the paper gives brief discussions of the leadership styles as well as their application according to the personal development of an individual. Telling This style explains the characteristics of followers as being unwilling, insecure and unable with low supportiveness and high defectiveness.

However, the leader highly focuses on tasks but has a low focus on relationships. The leader compels a follower to new or impossible tasks irrespective of the existing relationship. Furthermore, the leader also gives a work structure of the task showing directives of controlling the worker. Conversely, the theory helps in determining how followers lose motivations and ability limitations since these two factors integrate.

The leader needs to keep a clear stand to ensure clarity of the actions. Selling This style brands the follower as motivated, unwilling though unable with high value in supportiveness and directive-ability. It requires the leader to be of a high relationship as well as high task focus with the least directions on what to do since it may conflict abilities with the confidence of the followers. In addition, must explain and clarify decisions. The leader also needs to ensure listening, advising and sharing of ideas to aid in skill acquisition since he or she is selling skills to followers. Participating The follower is insecure, able but unwilling, low in directive-ability and high in supportiveness.

The leader has a high relationship focus but a low task focus.  

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