ARMY INSTITUTE OF BUSINESS ADMINISTRATION

(AIBA)

Comparison of popular situational theories of leadership

Course Name: Leadership

Course Code: BUS 1202

Prepared by

MD.Tuhin parves

ID-005

BBA -3(A)

Supervised By

Munshi Mohammad Abdul Kader Jilani

Assistant Professor

AIBA, Savar

Date of Submission:6th September, 2016

Situational/Contingency Theories of Leadership

This sub-group of leadership models - which might be called 'situational' or 'contingency' leadership models - are based on an important assumption, that:

There is not one single ideal approach to leading because circumstances vary.

So, situational leadership theory says, effective leaders must change their behaviour according to the situation.

These particular 'situational' or 'contingency' models offer a framework or guide for being flexible and adaptable when leading.There are several models in this sub-group, so it is helpful to list them again:

Kurt Lewin's Three Styles model Tannenbaum and Schmidt's Leadership Behaviour Continuum model The Fiedler Contingency model Path-Goal theory Hersey & Blanchard's Situational Leadership model(s) Bolman & Deal's Four-Frame model

According to the Requirements of the assignment I am comparing three theories from above all.They are-

The Fiedler Contingency model Path-Goal theory Hersey & Blanchard's Situational Leadership model(s)

COMPARISON

Fielder’s contingency Path goal Hersey-BlencherdsInvension 1967 1971 1982Inventor Fred Fiedler Robert House Paul Hersey and

Ken BlanchardTypes of Leadership

1. Task-oriented2. Relationship-oriented

1. Directive2. Supportive3. Participative4. Achievement-

orinted

1. Unable and Unwilling

2. Unable but willing

3. Able but unwilling

4. Able and willing

Follower Characteristics

 have a strong bias towards getting the job done without worrying about their rapport or bond.

run the risk of failing to deliver if they do not engage enough with the people around them.

 Care much more about emotional engagement with the people they work with, but sometimes to the detriment of the task and results.

Want authority leadership

External locus of control

Low ability Want to be

involve High ability Internal locus of

control

Lacks experience or skill, and confidence to do the task, and may also lack willingness.

 Lacks the ability, perhaps due to lack of experience, but is enthusiastic for the work.

Capable and experienced, but lacks confidence or commitment and may question the goal or task.

Capable, experienced, confident and committed to the goals.

Workplace Characteristics

Pleasant/Unpleasant Friendly/unfriendly Tense/Relaxed Supportive/Hostile

Simple task Complex task Strong formal

authority Weak formal

authority Good work group No good work

group

Task structure Formal

authority

Attributes Effective group performance depends of match on leaders style and leaders control over the situation

Leaders behavior is what leads to satisfaction,motivation and performances of sub-ordinates.

Successful leaders adjust depending on maturity of followers.

Positives Ease of understanding Flexible Flexible