What is the approach to contingencies?
According to the contingency approach, a leader’s efficacy is determined by how well their style of leadership works in the given circumstance. Finding the ideal balance between a leader’s style and the demands of the situation is, in essence, the secret to good leadership.
Fred Fiedler created this hypothesis in 1958 while conducting study on the “Effectiveness of Leader in Group Setting.” This method, which is often referred to as the Contingency Theory of Leadership or Management, is founded on two essential ideas:
“There isn’t just one ideal leadership style.”
“When a leader’s style is appropriate for the circumstances, they are effective.”
Contingency theory’s significance in leadership
The Least Preferred Coworker Scale serves as the foundation for this model’s basic operation.
High LPC score: A leader with strong interpersonal skills depends on connections to get things done.
Low LPC score: Leaders that use hierarchical authority and task-oriented focus to achieve their objectives.
The three pillars of Fiedler’s Contingency Model or Contingency Approach are as follows:
Relationship quality between a leader and their team members is known as the leader-member relationship. A leader who enjoys a positive relationship with their team is probably going to be more productive than one who doesn’t.
Task structure: This describes how leaders provide their teams assignments that are both clear and well-organized.
The degree of hierarchical authority and control a leader has over his team is known as positional power.
Therefore, managers can use the three pillars and the LPC results to identify their preferred leadership style. This can enable them to efficiently handle the difficulties of a changing corporate environment and adjust to various circumstances.
