Contingency Leadership Models

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Review the following contingency leadership models. Fielder' s Contingency Model: The contingency theory was developed Morse and Lorsch, and is primarily based on McGregor’s Theory Y and Herzberg’s Hygiene Theory. It assumes that people need to feel competence to be motivated, and if it is realised, the individual will remain motivated even after the originating task has ceased. The method of fulfilling each person varies from individual to individual and is also dependant on the strength and variety of each of the individual’s needs. As important as needs fulfillment is the requirement to achieve a good fit within the e organization to “set the stage” so to speak for the individual to be able to strive for success. A good fit between task and organization leads to competence and motivation. Project managers must know their people well in order to ensure that they are placed in the correct positions to achieve the most that they can. Hersey & Blanchard Situational Model: Leaders should adapt their style to subordinate style or maturity, based on how ready and willing the follower is to perform required tasks based on their competence and motivation. There are four primary leadership styles listed as S1 to S4 that match four subordinate development levels, D1 to D4.The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower, depending on the development level of the follower. Follower Development Level HIGH R4 R3 R2 R1 LOW Subordinate LOW HIGH LOW S3 S2 S4 S1 HIGH S1 Telling: subordinate has low competence and low commitment; the leader has a high task focus and low relationship focus S2: Selling / Coaching: The follower has some competence, but is not motivated. The leader has a high task

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