CONTINGENCY APPROACHES TO LEADERSHIP STYLE

The contingency approach is “an effort to determine through research

which managerial practices and techniques are appropriate in specific
situations.” The various contingency approaches are as follows:

1. Fiedler’s Contingency Model

2. Hersey and Blanchard’s Situational Leadership Model
3. Path-Goal Model of Leadership
4. Vroom’s Decision-Making Model

Fiedler’s Contingency Model

According to Fred Fiedler, “leadership is effective when the leader’s style is

appropriate to the situation”. The situational characteristics is determined by
three principal factors:

1. The relations between leaders and followers

2. The structure of the task
3. The power inherent in the leader’s position,

The situational characteristics vary from organization to organization. To

be effective, the situation must fit the leader. If this is not so, the following may
be tried:

1. Change the leader’s trait or behaviors.

2. Select leaders who have traits or behaviors fitting the situation.
3. Move leaders around in the organization until they are in positions that fit
them.
4. Change the situation.

Hersey and Blanchard Situational Leadership Model

The situational leadership model developed by Hersey and Blanchard

suggest that the most important factor affecting the selection of a leader’s style
is the development (or maturity) level of subordinate. The leader should match
his or her style to this maturity level

Maturity has two components:

1. Job skills and knowledge, and

2. Psychological maturity

Blanchard and others elaborated on the leadership styles appropriate for the
various maturity level of subordinates. They are as follows:
Style 1: Directing

This is for people who lack competence but are enthusiastic and
committed. They need direction and supervision to get them started.

Style 2: Coaching

This is for people who have some competence but lack commitment. They
need direction and supervision because they’re still relatively inexperienced.
They also need support and praise to build their self-esteem, and involvement in
decision-making to restore their commitment.

Style 3: Supporting

This is for people who have competence but lack confidence or motivation.
They do not need much direction because of their skills, but support is necessary
to bolster their confidence and motivation.

Style 4: Delegating

This is for people who have both competence and commitment. They are
able and willing to work on a project themselves with little supervision or
support.

Development Stage of Subordinates and Recommended Leadership Style

DEVELOPMENT STAGE RECOMMENDED STYLE

1. Low ability + low willingness
2. Low ability + high willingness
3. High ability + low willingness
4. High ability + high willingness
Style 1 – DIRECTING – structure,
control, and supervise
Style 2 – COACHING – direct and
support
Style 3 – SUPPORTING – praise, listen,
and facilitate
Style 4 – DELEGATING – turn over
responsibility for day-to-day decision-
making

PATH-GOAL MODEL OF LEADERSHIP

The path goal model of leadership espoused by Robert J. House and

Terence R. Mitchell, stipulates that leadership can be made effective because
leaders can influences subordinate’s perceptions of their work goals, personal
goals, and paths to goal attainment.
 By using path-goal model, it is assumed that effective leaders can enhance
subordinate motivation by:

1. Clarifying the subordinate’s perception of work goals

2. Linking meaningful rewards with goal attainment
3. Explaining how goals and desired rewards can be achieved

The Path-Goal Process

1. Leader identifies employee needs

2. Appropriate goals are established
3. Leader connects rewards with goals
4. Leader provides assistance on employee path toward goals
5. Employee becomes satisfied and motivated and they accept the leader
6. Effective performance occurs
7. Both employees and organization better reach their goals

Leadership Styles

The leadership styles which may be used by path-goal proponents are as

follows:

1. Directive Leadership – where the leader focuses on clear task

assignments, standards of successful performance and work schedules
2. Supportive Leadership – where subordinates are treated as equals in a
friendly manner while striving to improve their well-being
3. Participative Leadership – where the leader consults with subordinates
to seek their suggestions and then seriously considers those suggestions
when making decisions
4. Achievement-oriented leadership – where the leader set challenging
goals, emphasize excellence, and seek continuous improvement while
maintaining a high degree of confidence that subordinates will meet
difficult changes in a responsible manner

VROOM’S DECISION-MAKING MODEL

Vroom’s model of leadership is one that prescribes the proper leadership

style for various situations, focusing on appropriate degrees of delegation of
decision-making authority.

Five distinct decision-making styles are identified under the Vroom model.
Two of them are autocratic, two others are consultative, and one is group
directed.
 The Vroom model may be useful as a guide for the leader. It may also be
helpful as a training guide.

Alternative Decision-Making Styles in the Vroom Model

DEGREE OF
SYMBOL DECISION-MAKING STYLE SUBORDINATE
PARTICIPATION
AUTOCRATIC LEADER
Leader solves the problem or makes the
A-1 None
decision himself using available information
Leader obtains necessary information from
A-2 Low
subordinates, then decides
CONSULTATIVE LEADER
Leader approaches subordinates individually
C-1 Moderate
getting their ideas then makes decision
Leader shares the problem with subordinates
C-2 as a group, obtaining their collective ideas and Moderate
suggestions, then decides
GROUP DIRECTED
Leader shares the problem with subordinates
as a group. Lets the group generate and
G-2 High
evaluate alternative solutions, and then
collectively decides