Running head: Leadership in Business 1Fiedler’s Contingency ModelName of StudentName of Institution
LEADERSHIP IN BUSINESS 2Fiedler’s Contingency ModelLeadership is important in organizations in securing the commitment of the employees soas to do the work needed to execute the plan charted by the organization in terms of strategic goals and aspirations. Managers who lead organizations are therefore required to secure the commitment of their subordinates to the objectives and strategy of the organization. Fiedler’s Contingency Model analyzed the relationship between organizational performance and leadership. Though well articulated and researched, it fails due to its subjectivity and narrow definitions of the parameters used.Analysis of the ModelThe model postulates that organizational performance is high when the leader has LPC (least preferred coworker) which is high, with the task being highly structured. The leader-member relations should also be high with the leaders having high positional power within the organization. Organizational performance will be low when the reverse is true. The leader will exhibit low LPC and have low organizational power. The leaders will also have poor leader-member relations and oversee a task which is unstructured. The assumption is that the leader willeither be a task or relationship oriented in their approach. Position takenThe model postulated by Fiedler is well researched, concise with well defined parameters(Afsaneh, 2015). However, I do not agree with his model according to the diagram. The parameters set out end up making it open ended and subjective. It ends up having no position andtherefore indirectly stating that there is no “one best” approach to leading an organization. This divergent view can best be qualified by stating the deficiencies of the parameters set out within the context of the Least Preferred Coworker and the situational factors affecting the effectivenessof the leader.
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