The theory attempts to provide a balance between the importance of an individuals preference and situational factors. Figure 1.1 provides additional clarity. Figure 1.1. Fiedlers contingency model.
![]() In a nutshell, contingency theories posit that good management will look different based on situational variables. Early research on contingency theory points out that such variables as style of leadership, job design, participation in decision-making and organizational structure are critical to understanding what will lead to a good overall managerial outcome ( Shepard and Hougland, 1978: 414). A more recent definition of contingency theories in the Encyclopedia of Management breaks them down into two categories: environmental contingencies and internal contingencies ( Helms, 2000: 1256). ![]() In relation to libraries, as has already been mentioned, change is occurring at a rapid pace, leading to a significant degree of instability. Internal contingencies concern factors such as the size of an organization. A larger library with more staff will have to be managed differently and probably require more formality, for example, all other factors being equal, than a library with fewer staff. The types of employees in an organization also play a role here within the internal contingency context. Managing librarians with MLIS degrees and a wide range of experience is going to be different to managing high-school students working part-time at McDonalds. Again, if flexibility is required due to the external situation libraries face, an appreciation of and ability to utilize highly educated staff fully are relevant to the internal situation. One of the more interesting theorists within the many in this area is Fred Fiedler. Fiedler is known for an instrument referred to as the LPC or least preferred co-worker. A manager who takes this test is asked to rate their least preferred associate on a whole number of different characteristics. Once tallied, the results indicate whether or not the individual is task or relationship oriented. Further study has shown that a task orientation to management, which focuses almost exclusively on what needs to get done as opposed to the individual employees, is most effective at the polar extremes whereby a manager has a very high or very low degree of power and group cohesion. The relationship approach, focused as one would expect on the individual relationship with employees, works better in more moderate circumstances ( Fiedler, 1964 ). View chapter Purchase book Read full chapter URL: Leadership Theories Corey S. Halaychik, in Lessons in Library Leadership, 2016 Traits and Situations Contingency theories of leadership vary in opinion as to the degree an individuals preferred orientation plays into their ability to successfully lead. It is therefore important to evaluate each theory independently. In the case of Fiedlers contingency theory, a leaders preference plays a significant role in the ability to be successful in a variety of situations. Specifically, the theory states that leaders who favor a human-orientation (High LPC) approach will do best in situations considered favorable while task-orientation leadership (Low LPC) will be most effective in unfavorable situations. The theory attempts to provide a balance between the importance of an individuals preference and situational factors. Figure 1.1 provides additional clarity. Figure 1.1. Fiedlers contingency model.
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |