CONTIGENCY LEADERSHIP :

VARIABLES AND STYLES

By, Nur Inani binti Hasim (MPP171129)
 VARIABLES
1 Followers (Capability, motivation)

2 Leader (Personality traits, behaviour, experience)

3 Situation (Task, structure, environment)

 FOLLOWERS

 respect and trust the followers have for the leader

 harmonious climate

 production

 motivation
 LEADER
The leader who is personally attractive to his group members,
and who is respected by his group enjoys considerable power
(French, 1956)

The leader can effect promotion or demotion (Fiedler, 1964)

 amount of formal authority a leader has

rewards and punishments

 favourable for leading when the power is high

 SITUATION

 goal clarity

 path simplicity/multiplicity

 solution singularity/multiplicity

 solution verifialibility
 Fattzura Story… #jangankecam
In a land, far far away, Fattah Amin is a new manager at a restaurant. The
restaurant has problematic workers where they complain to each other and
sometimes they vent out to customers.
Eventually, the sales drop and Fattah thinks he must fix this!

Fattah immediately holds a meeting and hand out the workers a

minimum target sheet such as by not arriving late for work.

The next week, a worker named Fazura came late for several times and appeared
to be least motivated, pulling others to slacking with her. So one day,
Fattah told Fazura to go home and cut her wages.

The other workers immediately began into shape and amazingly, the sales go up!
While there were a lot of grumblings, things actually work.
 What did Fattah do?
Does he prioritize the workers’ feelings?

Which variable is majorly related

to the story just now?
STYLES
CONTINGENCY LEADERSHIP STYLES

 Task
great structure – more
favourable situation
Tannenbaum and Schmidt’s
 Relationship
Good ⇒ cooperation and Leadership Continuum
friendly Model
Bad ⇒ difficult and antagonistic

Leadership
Autocrative

Participative
1. 2. 3. 4. 5. 6. 7.
Leader Leader Leader Leader Leader Leader Leader
makes makes a presents presents presents defines permits
decision decision ideas and tentative problem, limits and employees
and and sells invites decision gets asks to make
announces it to employee suggestions, employees ongoing
employees questions to make a decisions
it to and makes decision within
employees decision defined
without limits
discussion
CONTINGENCY LEADERSHIP STYLES

Directive Decide
Consult
Supportive
individually
Participative Consult group
Achievement- Facilitate
oriented Delegate
Directive: informs her followers on what is expected of them, such as telling them
what to do, how to perform a task, and scheduling and coordinating work. It is most
effective when people are unsure about the task or when there is a lot of uncertainty
within the environment.

Supportive: makes work pleasant for the workers by showing concern for them and
by being friendly and approachable. It is most effective in situations in which tasks
and relationships are physically or psychologically challenging.

Participative: consults with his followers before making a decision on how to

proceed. It is most effective when subordinates are highly trained and involved in
their work.

Achievement: sets challenging goals for her followers, expects them to perform at
their highest level, and shows confidence in their ability to meet this expectation. It is
most effective in professional work environments, such as technical, scientific; or
achievement environments, such as sales.

House-path Goal
CONTINGENCY LEADERSHIP STYLES

Identify contingency variables

and leadership styles without
Tell users which style to directing which style to use in a
use in a given situation given situation

Prescriptive Descriptive
HOW TO DECIDE APPROPRIATE LEADERSHIP STYLE

Group expertise Decision

significance

Group Support Importance of

for Objectives commitment

Likelihood of Leader Expertise

commitment

Team competence
TING TING TANG
TING TIME !
1. Are you high in openness to new
experiences?

2. Are you open to using different

leadership styles?
Thank you