The Contigency of Leadership in Education very useful

The Contigency of Leadership in Education very useful for graduate school

1. DPE 302 Leadership Behavior ELNORA A. BARRIOS, Ph.D. Professor RONACELL B. MESA & PHILINE THERESE B. CERCADO Reporters

2. When asked what it means to be a "good leader," what comes in to your mind? Do you think of certain skills or traits, or do you picture a specific person or a leader from your own life?

3. Good leadership can’t be defined in a single person or a laundry list of personality traits. But we can, however, identify key skills and traits that great leaders share.

4. Contingency Theory Definition 'Situational' (or 'Contingency') leadership models are based on the idea that the leader's actions should vary according to the circumstances he or she is facing – in other words leadership methods change according to the 'situation' in which the leader is leading.

5. The core idea of contingency theory is that there is no single best way to lead an organization or make decisions.

6. In other words, a type of leadership might be appropriate under specific conditions, but another kind of leadership might be preferable for the same organization under different conditions.

7. The contingency theory of leadership tells us that effective leadership depends on the situation. In simple terms, a leader could be highly effective in one situation and ineffective in another.  

8. An example of the contingency viewpoint in action is a manager facing a situation with an employee who regularly shows up late to work. A manager could have a written protocol for this situation in which there is only one option: give the employee notice. Under the contingency viewpoint, however, the manager may decide to better understand the situation by talking to the employee about why s he /he is late to work and then deciding on the most effective and appropriate course of action. The value in this lies in the information the manager acquires about the employee: maybe there are extenuating circumstances that can be relatively easy to work around. In this case, the contingency approach allows the employee to keep her/his job and saves the manager from going through the time and trouble to dismiss one employee and hire another.

9. Types of Contingency Theory There are four traditional models dated from the mid to the end of the 20th century are: Fiedler's Contingency Theory Situational Leadership Theory Path-Goal The Decision-Making Theory

10. Fiedler Contingency Theory Fiedler developed the most famous contingency theory in 1967 and published it in "A Theory of Leadership Effectiveness."

11. Three different steps in Fiedler's method: 1. Identify leadership style: It involves determining if a leader is task-oriented or people-oriented using the Least Preferred Coworker scale. 2. Assess the situation : It consists of assessing the working environment by looking at the relations between the leader and members, task structures, and the leader's position of power. 3. Determine leadership style: It consists of matching the most effective leadership style to the situation in the organization.

12. The Situational Leadership Dr. Paul Hersey and Kenneth Blanchard developed the situational leadership theory in 1969. This theory states that leaders must adapt their leadership style to the situation.

13. The Situational Leadership They argued that there are four types of leadership: Telling (S1): leaders give their employees tasks and tell them what to do. Selling (S2): leaders sell their employees their ideas to convince and motivate them. Participating (S3): leaders give their employees more freedom to participate in the decision process. Delegating (S4): leaders delegate tasks to their employees.

14. The Path-Goal Theory Robert J. House created the path-goal theory in 1971 and published it in the "Administrative Science Quarterly"; he then revised this theory in another publication in 1976. The idea of this theory is that leaders' behavior will impact their employees. Therefore, they must provide practical guidance and resources to help their subordinates achieve their goals. Leaders must act and compensate for their employees' shortcomings.

15. This theory states that leaders can create four goals for their employees to follow: Directive: Where leaders create clear guidelines and set specific objectives to reduce ambiguity and help employees through their path. Supportive: Where leaders help and are proactive with their employees. Participative: where leaders consult their employees before making decisions, they give more importance to their employees' thoughts and feedback. Achievement : where leaders encourage their employees by setting challenging goals.

16. Decision-Making Theory This contingency theory, also called the Vroom-Yetton-Jago decision model, was published in 1973. Their model focuses on determining a leadership style by answering questions in a decision tree.

17. Decision-Making Theory Under this model, there are five different leadership styles: Autocratic (A1) Autocratic (A2) Consultative (C1) Consultative (C2) Collaborative (G1)

18. Under this model, there are five different leadership styles: Autocratic (A1): leaders make decisions alone based on the information they have on hand. Autocratic (A2): leaders make decisions alone based on the information provided by their employees. Consultative (C1): leaders share the information with their teams individually, ask for advice and make decisions. Consultative (C2): leaders share the information with their teams as a group, ask for advice, then have further discussions and meetings before the leaders finally make decisions. Collaborative (G1): where leaders share the information with their teams, have meetings, and finally make decisions as a group.

19. Contingency Theory Examples THEORY EXAMPLE Path-Goal Theory A manager at a retail store who adjusts their leadership style to match the needs of different employees, such as providing extra support and guidance to new employees, while also setting clear expectations and goals for more experienced employees. Situational Leadership Theory A coach who changes their approach during a game, such as being more vocal and motivational during halftime when the team is losing, but being more hands-off during the second half when the team is winning. Fiedler's Contingency Theory A crisis management team that operates in a high-pressure, high-stress environment would be an example of a situation where a task-oriented leader would be most effective according to Fiedler's theory. In this case, the leader's ability to focus on the task and make quick, decisive decisions would be crucial for the team's success.

20. Thank You! 

21. References: https://www.accipio.com/eleadership/leadership-fundamentals/situational-contingency-model-overview/#:~:text='Situational'%20(or%20'Contingency,which%20the%20leader%20is%20leading. https://www.betterup.com/blog/contingency-theory-of-leadership#:~:text=The%20contingency%20theory%20of%20leadership%20states%20that%20effective%20leadership%20is,an%20ineffective%20leader%20in%20another . https://www.betterup.com/blog/contingency-theory-of-leadership#:~:text=The%20contingency%20theory%20of%20leadership%20states%20that%20effective%20leadership%20is,an%20ineffective%20leader%20in%20another . https://www.studysmarter.co.uk/explanations/business-studies/managers/contingency-theory/#:~:text=The%20core%20idea%20of%20contingency,same%20organization%20under%20different%20conditions . https://www.studysmarter.co.uk/explanations/business-studies/managers/contingency-theory/#:~:text=The%20core%20idea%20of%20contingency,same%20organization%20under%20different%20conditions . https://www.coursesidekick.com/management/study-guides/boundless-management/modern-thinking?fbclid=IwAR0nWPtEro8H4PTD7BnjAy1d8gh_1OtoR2ilHr-kZPzAMwMCRi6jiP71kR0#:~:text=An%20example%20of%20the%20contingency,option%3A%20give%20the%20employee%20notice