The document summarizes two leadership theories: situational leadership theory and Fiedler's contingency model. Situational leadership theory proposes that effective leadership depends on the readiness of followers and adapts leadership style based on follower maturity. Fiedler's contingency model states that leadership effectiveness depends on the interaction between a leader's style (task-oriented vs. relationship-oriented) and situational favorability based on leader-member relations, task structure, and leader power. Both theories argue against a single best leadership style and emphasize adapting to situational and individual factors.

1. EDM 502
Theories of Modern Management
Situational Leadership
Theory
Jheally L. Orlanda
Discussant

2. SITUATIONAL LEADERSHIP
THEORY
O is a leadership theory developed by Paul Hersey,
professor and author of the book Situational Leader,
and Ken Blanchard, leadership guru and author of
The One Minute Manager, while working on the first
edition of Management of Organizational Behavior
(now in its 10th edition).
Paul Hersey Ken Blanchard

3. O The theory was first introduced as "Life Cycle Theory
of Leadership".
O During the mid-1970s, "Life Cycle Theory of
Leadership" was renamed "Situational Leadership
theory".
O The fundamental underpinning of the situational
leadership theory is that there is no single "best" style
of leadership.

4. O Effective leadership is task-relevant, and the most
successful leaders are those that adapt their
leadership style to the maturity of the individual or
group they are attempting to lead or influence.
O Effective leadership varies, not only with the person
or group that is being influenced, but it also depends
on the task, job or function that needs to be
accomplished.

5. Leadership Styles
O S1: Telling - is characterized by one-way
communication in which the leader defines the roles
of the individual or group and provides the what, how,
why, when and where to do the task;
O S2: Selling - while the leader is still providing the
direction, he or she is now using two-way
communication and providing the socio-emotional
support that will allow the individual or group being
influenced to buy into the process;

6. O S3: Participating - this is how shared decision-making
about aspects of how the task is
accomplished and the leader is providing less task
behaviours while maintaining high relationship
behavior;
O S4: Delegating - the leader is still involved in
decisions; however, the process and responsibility
has been passed to the individual or group. The
leader stays involved to monitor progress.

7. Maturity Level
O M1 - They still lack the specific skills required for the
job in hand and are unable and unwilling to do or to
take responsibility for this job or task. (According to
Ken Blanchard "The honeymoon is over")
O M2 - They are unable to take on responsibility for the
task being done; however, they are willing to work at
the task. They are novice but enthusiastic.

8. O M3 - They are experienced and able to do the task
but lack the confidence or the willingness to take on
responsibility.
O M4 - They are experienced at the task, and
comfortable with their own ability to do it well. They
are able and willing to not only do the task, but to
take responsibility for the task.

9. The Hersey-Blanchard model maps each leadership
style to each maturity level, as shown below.
Maturity Level
Most Appropriate
Leadership Style
M1: Low maturity S1: Telling/directing
M2: Medium maturity, limited
skills
S2: Selling/coaching
M3: Medium maturity, higher
skills but lacking confidence
S3: Participating/supporting
M4: High maturity S4: Delegating

10. Developing People and
Self-Motivation
“Four combinations of competence and commitment
make up what we call development level.”
O D1 - Low competence and high commitment
O D2 - Low competence and low commitment
O D3 - High competence and low/variable commitment
O D4 - High competence and high commitment

11. Key Points
O All teams, and all team members, aren't created
equal. Hersey and Blanchard argue that leaders are
more effective when they use a leadership style
based on the individuals or groups they're leading.
O Start by identifying whom you're leading. Are your
followers knowledgeable about the task? Are they
willing and excited to do the work? Rate them on the
M1 - M4 maturity scale, and then use the leadership
style that's appropriate for that rating.

12. Fiedler's Contingency Model

13. Understanding the Model
O The Fiedler Contingency Model was created in the
mid-1960s by Fred Fiedler, a scientist who studied
the personality and characteristics of leaders.
Fred Fiedler

14. OThe model states that there is no one best
style of leadership. Instead, a leader's
effectiveness is based on the situation.
This is the result of two factors
1.Leadership style
2.Situational favorableness"

15. 1. Leadership Style
O Fiedler believed that leadership style is fixed, and it
can be measured using a scale he developed called
Least-Preferred Co-Worker (LPC) Scale

16. Unfriendly 1 2 3 4 5 6 7 8 Friendly
Unpleasant 1 2 3 4 5 6 7 8 Pleasant
Rejecting 1 2 3 4 5 6 7 8 Accepting
Tense 1 2 3 4 5 6 7 8 Relaxed
Cold 1 2 3 4 5 6 7 8 Warm
Boring 1 2 3 4 5 6 7 8 Interesting
Backbiting 1 2 3 4 5 6 7 8 Loyal
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile 1 2 3 4 5 6 7 8 Supportive
Guarded 1 2 3 4 5 6 7 8 Open
Insincere 1 2 3 4 5 6 7 8 Sincere
Unkind 1 2 3 4 5 6 7 8 Kind
Inconsiderate 1 2 3 4 5 6 7 8 Considerate
Untrustworthy 1 2 3 4 5 6 7 8 Trustworthy
Gloomy 1 2 3 4 5 6 7 8 Cheerful
Quarrelsome 1 2 3 4 5 6 7 8 Harmonious

17. Lower Score Higher Score
O The type of leader is
task-oriented leaders
,Fiedler called these
as “low LPC-leaders”.
O He said that low LPCs
are very effective at
completing tasks.
O Relationship-building
is a low priority.
• High LPCs focus more
on personal
connections, and
they're good at avoiding
and managing conflict.
• Relationship-oriented
leaders

18. 2.Situational Favorableness
O Leader-Member Relations – This is the level of trust and
confidence that your team has in you. A leader who is
more trusted and has more influence with the group is in
a more favorable situation than a leader who is not
trusted.
O Task Structure – This refers to the type of task you're
doing: clear and structured, or vague and unstructured.
Unstructured tasks, or tasks where the team and leader
have little knowledge of how to achieve them, are viewed
unfavorably.
O Leader's Position Power – This is the amount of power
you have to direct the group, and provide reward or
punishment. The more power you have, the more
favorable your situation. Fiedler identifies power as being
either strong or weak.

19. Applying the Fiedler
Contingency Model
OStep 1: Identify your leadership style
OStep 2: Identify your situation
OStep 3: Determine the most effective
leadership style

20. Step 1: Identify your
leadership style
• Rate your experience
with this person using
the scale that is LPC
scale.
• Higher score -
Relationship-focused.
• Lower score - Task-focused.
Step 2: Identify the
situation
Answer the questions:
• Are leader-member
relations good or poor
in the team?
• Is the task is
structured, or is it more
unstructured
• Do the leader have
strong or weak power
over in the team?

21. Step 3: Determine the most effective
Leader-Member
Relations
leadership style
Task Structure
Leader's
Position Power
Most Effective
Leader
Good Structured Strong Low LPC
Good Structured Weak Low LPC
Good Unstructured Strong Low LPC
Good Unstructured Weak High LPC
Poor Structured Strong High LPC
Poor Structured Weak High LPC
Poor Unstructured Strong High LPC
Poor Unstructured Weak Low LPC

22. Criticisms of the Model
OLack of flexibility
OAn issue with the Least-Preferred
Co-Worker Scale .

23. Key Points
O The Fiedler Contingency Model asks you to think
about your natural leadership style, and the situations
in which it will be most effective. The model says that
leaders are either task-focused, or relationship-focused.
Once you understand your style, it says that
you can match it to situations in which that style is
most effective.
O However, the model has some disadvantages. It
doesn't allow for leadership flexibility, and the LPC
score might give an inaccurate picture of your
leadership style.
O As with all models and theories, use your best
judgment when applying the Fiedler Contingency
Model to your own situation.

24. References:
Ohttp://www.mindtools.com/pages/article/newL
DR_44.htm
Ohttp://en.wikipedia.org/wiki/Situational_leader
ship_theory
Ohttp://www.mindtools.com/pages/article/fiedler
.htm
Ohttp://en.wikipedia.org/wiki/Fiedler_contingen
cy_model