Fiedler's Contingency Theory & a Leader's Situational Control - ANSWERS
The answers are in BOLD below.
NOTE: The transcript from the video is listed below the quiz for your reference.
1. A manager who has employees who trust him, sets clear directions and has formal authority to manage has a situation that is:
- favorable
- unfavorable
- task-managed
- relationship-balanced
- leader-directed
2. The Least Preferred Co-worker ranking system is about:
- how terrible it was to work with a particular co-worker
- a manager's tendency to lead a certain way
- what type of people we like to work with
- managing co-workers we do not like
- deciding where to work
3. The three dimensions of situational favorableness are:
- Leader-member relations, friendliness and guardedness
- Leader-member relations, task structure and leader support
- Leader-member relations, task structure and leader position power
- Leader-member relations, leader position power and greed
- Leader-member relations, task structure and cooperation
4. In Fielder's Contingency Theory, a leader's style is determined by:
- ranking himself
- ranking a present or past co-worker
- listing his attributes
- taking a survey
- comparing himself to a great leader
5. A leader with a low LPC is better in:
- situation-favorable only
- situation-unfavorable only
- both situation-favorable and situation-unfavorable
- in neither situation-favorable or situation-unfavorable
- The LPC score is not used for determining situation-favorable or situation-unfavorable abilities
Fiedler's contingency theory states that there are three elements that dictate a leader's situational control. The three elements are task structure, leader/member relations, and positioning power.
Fiedler's Theory
Have you ever wondered why some managers really get to know their employees and others focus only on getting the job done? Fiedler's contingency theory will help to explain why managers can behave so differently. Fiedler's contingency theory contends that there is no one single leadership style that works for all employees. He recognized that there are situational-contingent factors that affect a leader's ability to lead. The effectiveness of workers depends on how good a match exists between the leadership style of the leader and the demands of the situation. There are two factors that result from this: leadership style and situation favorableness (or situational control).
Leadership Style
Leadership style is determined by rating a leader's least preferred co-worker on the least preferred co-worker (LPC) scale. A leader is asked to rate someone he or she least liked working with (presently or in the past) on a scale of 1-8 in the following areas:
- Unfriendly/friendly
- Uncooperative/cooperative
- Hostile/Supportive
- Guarded/open
The leader tallies up the score. This test is not about how horrible the least preferred co-worker was to work with. It is about the leader's behavior towards the co-worker. The leader who scores high is most likely relationship oriented. These high LPC leaders like to build relationships with employees. They are more likely to avoid conflict. They also are better equipped to make complex decisions.
The essential element of this theory is that there are different leadership styles for different situations. The style of leadership is contingent upon the particular situation. So, if the situation is fast decision making, the high LPC leader fares well. If the situation is high production, the low LPC leader is better equipped to handle that because that leader does not care much about whether the employees like what he or she is doing. Once a leader determines his or her leadership style, the situational control needed for a particular situation must be determined.
Three Dimensions of Situational Favorableness
Situation favorableness occurs when the three dimensions - leader-member relations, task structure, and leader position power - are high.
Leader-member relationships refer to the degree of trust, respect, and confidence that exists between the leader and the workers. Task structure refers to the degree to which tasks are clearly explained and structured for workers. Leader position power refers to the degree to which the leader possesses inherent power in his or her position.
If employees and the leader have trust, respect, and have confidence in each other, there are clear and structured tasks, and the leader possesses formal authority in his position, the situation is considered favorable. Let's look at a few examples of how each dimension works.
Low LPC leaders tend to be effective in both favorable and unfavorable situations, while high LPC leaders tend to be effective in favorable situations.
Lesson Summary
In summary, Fiedler's contingency theory argues that there is no one leadership style. There are situation-contingent factors that determine for a particular situation. These factors are leadership style and situational favorableness.
Leadership style is determined by rating a leader's least preferred co-worker on the least preferred co-worker (LPC) scale. A leader is asked to rate someone he or she least liked working with (presently or in the past) on a scale of 1-8 in the following areas:
- Unfriendly/friendly
- Uncooperative/cooperative
- Hostile/Supportive
- Guarded/open
Situation favorableness occurs when the three dimensions - leader-member relations, task structure, and leader position power - are high.
There are three dimensions of situation favorableness. Leader-member relations refers to the degree of trust, respect, and confidence exists between the leader and the workers. Task structure refers to the degree to which tasks are clearly explained and structured for workers. Leader position power refers to the degree to which the leader possesses inherent power in his or her position.
When all three dimensions are high, a leader will be more effective. However, leaders who ranked a low LPC are effective in both favorable and unfavorable situations. Leaders who ranked a high LPC are generally effective only in favorable situations.