According to Fiedler leaders are not effective in all situations. Fiedler’s theory has some implications on leadership in an organization supposing it is accepted. The first implication will be to assess the favorableness of the leader with the help of instruments developed by Fiedler. Three factors play a huge role in assessing the control that a leader has over a situation. They are leader-member relations, task structure and position power. Higher scores in the three factors increases the favorableness of the leader. The second implication is that all candidates will have to be evaluated using the Least Preferred Co-worker (LPC) scale. Another implication will be that when a leader for a particular leadership position is required then a leader who suits the appropriate LPC profile will have to be chosen (Boehe, 2016). Finally supposing it was the leadership position that was being chosen for a particular leader then the situation that is to be chosen will have to fit the profile of the leader.
With the help of contingency management style, the management can address specific causes of problems without having to react to the whole problem. Managers will find the factors that lead to occurrence of the problems thus improving on work productivity. The management bears the responsibility of ensuring that an organization moves toward the fulfillment of its objectives while maintaining employee safety and wellbeing. Thus contingency management style guides managers in decision making and problem solving basing their actions on the impact they will have on the company. While the problem might be in an individual department or division the manager has the responsibility of making sure the problem does not affect other department by working with the affected department to solve the problem. Contingent management style allows managers to practice discretion in their decision making process since they have a wide range of ways to react to problems (Shao, Feng and Hu, 2016). The manager gets the power of implementing decisions while ensuring employees remain committed to specific goals.
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References
Boehe, D. M. (2016). Supervisory styles: A contingency framework. Studies in Higher Education , 41 (3), 399-414.
Shao, Z., Feng, Y., & Hu, Q. (2016). Effectiveness of top management support in enterprise systems success: a contingency perspective of fit between leadership style and system life-cycle. European Journal of Information Systems , 25 (2), 131-153.
