Contingency Theory vs. Situational Leadership Theory

Situational Leadership Theory

• Four basic leadership behavior styles
• High task, low relationship (telling)
• High task, high relationship (selling)
• Low task, high relationship (participating)
• Low task, low relationship (delegating)
• Most effective style is different for each group-dependent on readiness which is composed of
• Ability
• Willingness
• Also dependent on the job performed

An example of the effectiveness of situational leadership theory and its effectiveness is the diversity of the managing committee at my work. The best example is to compare and contrast the Controller and the Rooms Executive. The controller focuses mainly on her work, making her high task, low relationship. The Rooms Executive is high task, high relationship, making sure that everyone gets work done, but also mentoring her employees. These two diverse leadership types run different departments in one hotel very effectively. The key takeaway for me is adaptation to your role.

Contingency Theory

• Two factors
• Least preferred co-worker
• Measures leadership orientation
• Relationship or task?
• Situational favorableness
• No ideal leader
• Environment and followers should contribute to leadership style
• Match vs. mismatch (leader and situation)
• If there is a mismatch you may need to change the leader

An example of the contingency theory and its effectiveness is displayed in a static workplace. In many work environments management is static, but hourly employees are constantly changing. If the management is not constantly adapting to its staff, then they will continually have that turnover. The mismatch causes a need for some change.