Group_2_Contingency_and_Leadership_Continuum_Models_15052024.pdf

UPPF6033-53 DYNAMICS OF LEADERSHIP

1. Group 2
Loh
Rihaz
Kalpana
Leirfos
Low
Kesa
Mazlina

2. Introduction to
Contigency Model &
The Leadership Continuum Model

3. Contigency
Theory

4. Contingency theory is a
behavioral theory based on their views
that there is no “one best way” to
lead an organization, organize a
cooperation or to make a decision.
Contingency theory states that these
actions are dependant (contingent) to
the internal and external factors. Thus
it states that there is no single
theory of contingency management.

5. Used to determine if one’s
style is task or relationship
oriented and if the
situation matches the
leader’s style to
maximize performance.

6. Theorists of
the
Contingency
Management
Theory

8. The
Leadership
Continuum
Model

9. What is the Leadership Continuum?
The leadership continuum was originally written in
1958 by Tannenbaum and Schmidt and was later
updated in the year 1973.
Their work suggests a continuum of possible
leadership behavior available to a manager and
along which many leadership styles may be placed
The continuum presents a range of action related
to the degree of authority used by the manager
and to the area of freedom available to non-
managers in arriving at decisions

10. The Tannenbaum and Schmidt Continuum
depicts seven different styles of
management differentiated by the degree of
control exerted by the manager over their
team. It can also be read as a
continuum of team autonomy, with more
collaborative approaches on the right-hand
side, and individual role-based work, with
tasks set by managers, on the left.

12. Theorists
of the
Leadership
Continuum

13. TANNEMBAUM & SCHMIDT

15. Contingency
Leadership
Presenter 3 : Leirfos Jainus
Group 2
UPPF6033 DYNAMICS OF
LEADERSHIP
The strength of

16. Introduction
Contingency leadership is a concept that emphasizes the importance of adapting
leadership styles based on the specific environmental circumstances and
situations that arise (Luthans & Stewart, 1977). The Contingency Theory of
Leadership, highlights the significance of situational awareness, adaptive decision-
making, communication, energy management, and continuous learning for
leaders, especially during crises (Ary & Rizky, 2021). In challenging situations involves
being responsive to the unique demands of each scenario, demonstrating
flexibility, and effectively managing the complexities that come with different
contexts.

17. SIMULATION
Symptoms resembling those of
COVID are very contagious, with
patients describing severe chest and
muscle discomfort.
As a leader, what approach would you
take to address this ongoing pandemic?
Strict Lockdowns
Vaccination Campaign
Mass Testing
Strict Border Controls
Rapid Testing
Contact Tracing and Quarantine
Transparent Communication
Public Health Measures
Movement Control Orders
Testing and Contact Tracing
Vaccination Campaign
Localized Lockdowns and Targeted
Interventions

18. Adapting to unique situations,
embracing uncertainties, and
making decisions based on
specific circumstances rather
than following a fixed approach,
(Frassoldati et al., 2020).
Interactive, nonmonotonic, and
symmetrical arguments,
challenging traditional linear
assumptions and offering a more
nuanced understanding of
organizational effectiveness,
(Schoonhoven, 2020).
Embracing uncertainties
Interactive,
nonmonotonic
Strength

19. Adapting leadership styles to
follower readiness levels,
matching the needs of team
members, and guiding agencies
through complex processes,
(Rabarison et al., 2013).
Ability to navigate unpredictable
conditions, and effectiveness in
crisis management based on
experience, competence,
commitment, and relationship-
building skills, (Dewi, 2020).
Adapting leadership
Navigate unpredictable
conditions
Strength

20. Accurate decision-making
based on future events and
agent behaviors, enabling safe
reactions to various scenarios,
(Rhinehart et al., 2021).
Consider internal and external
factors, such as organizational
culture, technology, legislation,
and politics, to support optimal
investment decisions,
(Lamminen et al., 2015).
Accurate decision-making
Internal & External factors
Strength

21. Improved firm performance,
disaster recovery planning, and
creating preventative
measures,
(Augusto de Matos et al., 2013)
Active crisis management, crises
and responses should be dynamic
and integrated with decision-
making are central to responding to
crises and conflicts,
(Luthans & Stewart, 1977).
Improved firm performance
Active crisis management
Strength

22. Conclusion
Contingency leadership stresses the need for leaders to tailor their approach to the
specific circumstances they encounter, rejecting a one-size-fits-all mentality.
Situational awareness, adaptive decision-making, and continuous learning are
vital components of this theory, particularly during crises. Successful leadership in
challenging situations demands responsiveness to unique demands, flexibility,
and adept management of contextual complexities.
Situational Awareness
Adaptive Decision-
Making
Continuous Learning

23. References
PresentatiAry, S., & Rizky, D. L. (2021). The fall and rise of the contingency theory of leadership. In
IAPA Proceedings Conference (pp. 479-496).
Augusto de Matos, C., Luiz Henrique, J., & de Rosa, F. (2013). Customer reactions to service failure and
recovery in the banking industry: the influence of switching costs. Journal of Services Marketing,
27(7), 526-538.
Childs, M., Turner, T., Sneed, C., & Berry, A. (2022). A contingency theory approach to understanding
small retail business continuity during Covid‐19. Family and Consumer Sciences Research Journal,
50(3), 216-230.
Dewi, Y. K. (2020). Leadership and crisis based on contingency approach and leader’s fatal flaws a
case study in x institute Indonesia.
Frassoldati, F., Armando, A., Campobenedetto, D., Federighi, V., Barioglio, C., & Cesareo, F. (2020).
Design and the Challenge of Change. The Editorial Board of “Ardeth”. Ardeth. A magazine on the
power of the project, (6), 4-11.

24. References
Lamminen, J., Forsvik, H., Voipio, V., & Lehtonen, L. (2015). Decision making process for clinical it
investments in a public health care organization–contingency approach to support the investment
decision process. Finnish Journal of eHealth and eWelfare, 7(2-3), 122-134.
Luthans, F., & Stewart, T. I. (1977). A general contingency theory of management. Academy of
management Review, 2(2), 181-195.
Rabarison, K., Ingram, R. C., & Holsinger Jr, J. W. (2013). Application of situational leadership to the
national voluntary public health accreditation process. Frontiers in Public Health, 1, 56879.
Rhinehart, N., He, J., Packer, C., Wright, M. A., McAllister, R., Gonzalez, J. E., & Levine, S. (2021, May).
Contingencies from observations: Tractable contingency planning with learned behavior models. In
2021 IEEE International Conference on Robotics and Automation (ICRA) (pp. 13663-13669). IEEE.
Schoonhoven, C. B. (1981). Problems with contingency theory: testing assumptions hidden within the
language of contingency" theory". Administrative science quarterly, 349-377.

25. Low Hai Yun MPP221041
01

26. 02
Will you apply contingency
leadership?

27. 03
Leadership
behaviour
Task-
oriented
Relationship-
oriented
❑The leadership behaviour
is too simplified and not
comprehensive enough.
❑Unsuitable for modern
society with rapid
changes
(Suharyanto & Lestari, 2020)

28. 04
❑Measurement standards for
LPC scale are limited and
unclear
❑Depends more on subjective
judgement
(Shala, Prebreza & Ramosaj, 2021)

29. 05
•Leaders are required to adapt different leadership
styles based on different situation. (Amghar, 2022)
challenging
Time-
consuming
(Amghar, 2022;Shala, Prebreza & Ramosaj, 2021)

30. 06
If leaders misinterpret in analyzing the situation
and choosing the appropriate leadership style,
it may lead to different consequences.
(Ayman, M.Chemers & Fiedler, 1995)
Leader
Determine
the
situation
Choose an
appropriate
style

31. 07
•May cause confusion among
employees as leadership
approach is changed frequently.
(Amghar, 2022)

32. 08

33. 09
•Shala B., Prebreza A. & Ramosaj B. (2021). The Contingency Theory of Management as
a Factor of Acknowledging the Leaders-Managers of Our Time Study Case: The
Practice of the Contingency Theory in the Company Avrios. Open Access Library
Journal, 8: e7850.
•Suharyanto A. & Lestari, R. D. (2020). The Fall and Rise of The Contingency Theory of
Leadership. Iapa Proceedings Conference, 479-496.
•Amghar, A. (2022). Revisiting the contingency theories of leadership: Key features,
meanings and lessons. Revue Marocaine de Gestion et de Société, 1, 76-93.
•Ayman R., M.Chemers M. & Fiedler, F. (1995). The Contingency Model Of Leadership
Effectiveness: Its Levels Of Analysis. The Leadership Quarterly, 6(2), 147-167.

34. CONTINGENCY
LEADERSHIP
Real Life ScenariosReal Life Scenarios

35. Situational Leadership Style
1
2
RELATIONSHIP ORIENTEDRELATIONSHIP ORIENTED
LEADERLEADER
TASK ORIENTED LEADERTASK ORIENTED LEADER

36. Situation 1
Hired as co-manager of startup edu tech
company
Team of 12 have been working on for over
a year
Leader-member relation
Task structure
Leader position power
TASK ORIENTED
LEADER
TASK ORIENTED
LEADER

37. Situation 2
Promoted to new role Head of Graphic
Design at a design agency.
Experience of 5 years and promoted
mainly for team’s praise.
Leader-member relation
Task structure
Leader position power
RELATIONSHIP
ORIENTED
LEADER
RELATIONSHIP
ORIENTED
LEADER

38. Presenter : Mazlina Md Hasan
(MPP221032)
THE TANNENBAUM
AND SCHMIDT
LEADERSHIP
CONTINUUM

41. 1. Tells
•Leader dictates orders with no
participation from team
•Example: Military commander giving
absolute orders to soldiers
(Manager make decision and tells team)

42. 2. Sells
•Leader sells decisions in
an authoritative way
while allowing some
feedback
•Example: Steve Jobs
persuading employees on
his innovative ideas
(Manager make decision and sells it to team)

43. •Leader provides limited
options and allows team
to form consensus
•Example: R&D leader
market testing product
options before final
selection
3. Suggests
(Manager presents suggestions but invites questions from team)

44. •Leader seeks advice and
suggestions from trusted
team members
•Example: CEO consulting
executive team before
major decisions
4. Consults
(Manager make decision, consulting team before making final)

45. 5.Joins
•Leader joins the team's
decision-making process as a
participant
•Example: A coach or mentor
guiding but not dominating
discussions
(Manager presents problem, gets team ideas, then makes decision)

46. •Leader gives team members
decision-making responsibility
•Example: Department head
delegating project plans to
team leads
6. Delegates
(Manager defines limits, then ask team for decision)

47. 7. Abdicates
(Manager allows full freedom to explore
options and make decision)
•Leader exits organizational role
for new opportunities
•Example: Founder selling
company division to focus on
new venture

49. STRENGTHS
AND
APPLICATION OF
THE LEADERSHIP
CONTINUUM
MODEL

50. FLEXIBILITY
•leaders can
choose the most
appropriate style
to enhance
decision-making
quality.
ENCOURAGING
INNOVATION
AND CREATIVITY
•leaders can create
an environment
that encourages
creativity and
innovation.
CONTEXTUAL
LEADERSHIP
DEVELOPMENT
•Leaders can switch
between different
styles as needed,
helping the organization
to adapt more quickly to
changing environments.

51. ADAPTABILITY
TO DIFFERENT
CONTEXTS
•adjust their style
based on the context
and the nature of the
task, which can be
particularly beneficial
in diverse
organizational
environments.
ENHANCING
MOTIVATION AND
ENGAGEMENT
•increasing employee
motivation and
engagement by making
them feel valued and
involved in the
decision-making
process.
BUILDING TRUST
AND
COLLABORATION
•helps in building trust
and collaboration
within the team by
varying the level of
employee involvement
based on the situation

52. WHAT YOU LEARNED FROM THIS VIDEO????
COMMENT IN CHATBOX. HAPPY WATCHING!!!!

53. Weaknesses of
Leadership Continuum Model
Loh Huai Seng (MPP234014)

54. 6 Weaknesses
•Over simplified
•Lack of Flexibility
•Assumption of Binary Choices
•Cultural Limitations
•Focus only on the Leader
•Limited Guidance on Implementation

55. Over Simplified
•Explanation: The model only shows ONE line from strict (autocratic) to friendly
(democratic) leadership, missing out on other styles like inspiring
(transformational) leadership.
•Example: A manager only thinks about being either a strict bossor a friendly
leader, ignoring the need to inspire the team with a vision.
•How It Limits the Organization:
•Misses out on New Ideas: The organization might not benefit from creative and
inspiring leadership that could bring exciting and innovative changes.

56. Lack of Flexibility
•Explanation: The model doesn’t highlight the need to quickly switch styles
based on different situations or emergencies.
•Example: A team leader always wants to make decisions with the team,
even when there’s no time for discussion in a crisis.
•How It Limits the Organization:
•Slow to React: The organization might struggle to make quick decisions
during emergencies, causing delays and inefficiencies.

57. Assumption of Binary Choices
•Explanation: The model suggests leaders must choose between focusing on tasks or
focusing on people, instead of balancing both (“Either/Or Dilemma”)
•Example: A supervisor focuses only on getting tasks done and forgets about keeping the
team happy. Or a supervisor either micromanagesevery detail (autocratic) or leaves all
decisions to the team (democratic), without providing necessary guidance and support.
•How It Limits the Organization:
•Hurts Team Spirit: The organization might face low team morale or poor task completion
because there’s no balance between getting work done and keeping the team motivated.

58. Cultural Limitations
•Explanation: The model doesn’t take into accountthat different cultures might
prefer different leadership styles.
•Example: A manager uses the same leadership style in all countries, not
considering local customs and preferences.
•How It Limits the Organization:
•Doesn’t Fit Different Cultures: In many Asian cultures, such as Japan or China,
there is often a preference for hierarchical leadership where decisions are made by
those in higher authority (more autocratic). In contrast, in Scandinavian countries,
there is typically a preference for participative and democratic leadership styles.

59. Focus Only On Leader
•Explanation: The model mainly looks at what the leader does, not how the team
or situation might affect the best leadership style.
•Example: A project manager only thinks about their way of leading, not
considering what the team needs or prefers.
•How It Limits the Organization:
•Misses Team Needs: The organization might have problems with team cohesion
and performance because the leader’s style doesn’t match the team’s needs and
dynamics.

60. Hard To Apply
•Explanation: The model provides little guidance on how leaders (especially new
leaders) can effectively change their style in real-life situations.
•Example: A new leader knows about the continuum but doesn’t know how to
change their stylewhen different situations arise.
•How It Limits the Organization:
•Inconsistent Leadership: The organization might face confusion and
inconsistency in leadership practices, causing uncertainty among team members.

61. How To Overcome Weaknesses
•Best Solution to overcome weaknesses of Leadership Continuum
•A leader might start autocratic for urgent decisions and shift to democratic for
team input.

62. Summary
Weakness Simple Example How It Limits the Organization
Too Simple Manager ignores need for new ideas
Misseschances for exciting new
changes
Not Flexible Enough Depend on group decisions in a crisisSlow to react in emergencies
Either/Or Choices Focuses either only on tasks or people
Neither team spirit nor tasks are done
well
Cultural Issues Uses same style in all countriesDoesn’t fit well with different cultures
Focuses Only on LeaderLeader ignores team’s needs
Leader’s style may not match team’s
needs
Hard to Apply Leader unsure how to change style
Inconsistent leadership, causing
confusion

63. Any Question?
Thank You