Fiedler's Contingency Theory

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Fiedler's Contingency Theory LEADERSHIP STYLE AND HOW THEY USED * Clear instructions to subordinates what to do and how to do it. * Gather them together to participate the decision-making, shared leadership and shared responsibility. EFFECTIVENESS OF ENVIRONMENT FACTORS * The relationship between the leader and the subordinates. Even if subordinates respect and trust the leader, can the leader attract subordinates follow them? * Job rights. Whether the power and authority of leaders can be provided. Whether it helps or not in support of the boss. The employment, dismissal, discipline, promotion and wage increase the impact. * Task structure. Did the group complete the task, is it clear or not? The Fiedler model uses the above three ways to assess situations. The relationship between leaders and subordinates, are they good or bad. Task structure, are they high or low. Position of power, are they strong or weak. Three contingency variables sum up, we get eight different situations, and each leader can find their own type. Tannenbaum & Schmidt Continuum Theory * Manager takes decision and announces it - only manager runs the decision-making, no one can involve. * Manager decides, and then tells his decision to the group - no one can change it. * Manager presents his decision and describes the background ideas - the group knows what’s manager considered. * Manager suggested having a short discussion with subordinates - group can have a comment about the decision. * Manager presents the problem or the situation, gets suggestions, and decides - they can come up with options, manager decides the options. * Manager explains the problem or the situation, and asks group to decide the solution - manager delegated the whole thing to the team. * Manager allows the group to develop the

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