Leadership Theories Analysis

This assignment explores two prominent leadership theories: Fiedler's contingency theory and Path-goal theory. It delves into the principles of each theory, highlighting their applicability in different organizational contexts. The analysis examines the advantages and disadvantages of each approach, considering factors like leader traits, situational demands, and employee motivation. Ultimately, the paper aims to provide insights into how businesses can leverage these theories to enhance leadership effectiveness and achieve organizational goals.

Leading Business Organisation
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
LEADERSHIP THEORIES IN DIFFERENT SITUATIONS........................................................3
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5
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INTRODUCTION
Leadership theory is considered as combination of various factors that provides a support
to leaders in order to manage workforce effectively. It has been noticed that there are number of
leadership theories that can be adopted by business entity in order to meet goals and objectives.
With an assistance of leadership theories the business firm can deal with diverse business
situations so that goals and objectives can be accomplished in appropriate manner (Chemers,
2014). In present report different leadership theories will be evaluated in context to different
workplace situations.
LEADERSHIP THEORIES IN DIFFERENT SITUATIONS
As per the view of Fiedler (2015), it can be said that there are basically two most
commonly used leadership theories. Classification of theories can be as fiedler contingency
model and path-goal theory. It has been noticed that the fiedler model working is dependent on
the work situation so leaders need to analyse work place culture in appropriate manner. It is
mostly focused towards two factors such as leadership style and situational favourableness. In
addition to this, the leadership theory is mostly depends on the factors like leader member
relationship, task structure and leaders position power (Fiedler, 2015). It means while having an
application of fiedler leadership theory the business firm need to focus on these three factors
effectively. Mostly this leadership theory is used in conditions where employee's have trust on
leaders because it has dependency on the leader member relations. For example, the manager is
having enhanced level of relationship with workforce then in such situations fiedler leadership
theory can be accessed by the manager. It is because the leader has good position in the
management and he has clear information about the task structure (Sims and Yun, 2009). It
indicates that the selection is appropriate for meeting standards of sustainable development. Bass
and Bass (2009) has stated that if leader is having good relations with members and he is also
focused towards structured working then it will be considered as low least preferred co-worker.
It means it is necessary for manager to understand these key aspects in appropriate manner to
meet objectives (Bass and Bass, 2009).
Derue and Humphrey (2011) has asserted that one of the biggest weakness of the theory
is it provides lack of flexibility that may affect overall development in negative manner. It means
the leaders who does not believe in flexible working may focus on fiedler contingency theory
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(Derue and Humphrey, 2011). In addition to path-goal theory the Wu and Kinicki (2010) has
contended that the leaders are more focused towards motivation. It means, if employee's morale
is low then manager may consider path-goal theory to enhance morale. In this respect, the
management of business firm may focus on four key leadership styles such as supportive,
directive, participative and achievement-oriented (Wu and Kinicki, 2010). For example, the
employees are not feeling motivated to work because management does not allow to share views
with each other. In such conditions, the participative leadership style can be used to enhance
morale. This is because, it allows to share information and take participation in decision making
process.
Mulki and Locander (2009) has stated that the conditions where employee's are not
effective and not having proper knowledge in regard to operations. In such conditions the
directive leadership can be adopted by the management. It also benefits organisation and
employee's in diverse manner and lead business to impressive level of success. Other than this,
reward policies and motivation techniques can also be used by the management to have long
term development and lead business to impressive level of success (Mulki and Locander, 2009).
Rosing, Frese and Bausch (2011) has contended that the autocratic behavioural aspects provide a
support to fielder theory. It means workplace where employee's are not allowed to have
interactive or flexible working then company may consider fiedler theory. In this, leaders are
allowed to understand the natural leadership style and analyse the situation where
implementation can provide benefits (Rosing, Frese and Bausch, 2011). It allows leaders to focus
on task and relationship with members in order to meet goals and objectives.
CONCLUSION
As per the above study, it can be concluded that there are number of leadership theories
that can be accessed by the business firms to have better handling of different situations. Fiedler
theory is beneficial for leaders who are not ensured about their selection because it allows to
understand natural leadership traits that person cover. However, it does not provide flexibility in
leadership which may affect the overall business. On the other side, the path-goal theory allows
leader to access different styles according to situation. Every leadership style cover different
feature and benefit which may improve organisational process.
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REFERENCES
Books and Journals
Bass, B. M. and Bass, R., 2009. The Bass handbook of leadership: Theory, research, and
managerial applications. Simon and Schuster.
Chemers, M., 2014. An integrative theory of leadership. Psychology Press.
Derue, D. S. and Humphrey, S. E., 2011. Trait and behavioral theories of leadership: An
integration and meta‐analytic test of their relative validity. Personnel psychology. 64(1).
pp.7-52.
Fiedler, F., 2015. Contingency theory of leadership. Organizational Behavior 1: Essential
Theories of Motivation and Leadership. 2(3). pp.232.
Mulki, J. P. and Locander, W. B., 2009. Critical role of leadership on ethical climate and
salesperson behaviors. Journal of Business Ethics. 86(2). pp.125-141.
Rosing, K., Frese, M. and Bausch, A., 2011. Explaining the heterogeneity of the leadership-
innovation relationship: Ambidextrous leadership. The Leadership Quarterly. 22(5).
pp.956-974.
Sims, H. P. and Yun, S., 2009. When should a leader be directive or empowering? How to
develop your own situational theory of leadership. Business Horizons. 52(2). pp.149-158.
Wu, J. B. and Kinicki, A. J., 2010. Consequences of differentiated leadership in groups. Academy
of Management Journal. 53(1). pp.90-106.
Online
Fedlier contingency theory. 2010. [PDF]. Available
through:<http://www.fcsh.unl.pt/apsociedade/Lideran%C3%A7a.pdf>. [Accessed on: 4
July, 2016].
House, R., 2012. Path-goal leadership. [PDF]. Available
through:<http://d1c25a6gwz7q5e.cloudfront.net/papers/674.pdf>. [Accessed on: 4 July,
2016].
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