Fielder’s contingency theory suggests that leaders are effective in particular situations. The theory stresses that the interaction between a leader’s characteristics and the characteristics of a given situation determines the effectiveness of the leader (Peretomode, 2012). The theory is that a leader will have a limited role in different situations which implies that no particular leader will be expected to accomplish tasks or functions across different situations. Consequently, there will be leadership challenges which will require them to define situations to see whether they are fit. For example, a situation that is task oriented will need a leader who is skilled or experienced in either structured or unstructured tasks. On the other hand, if a situation requires building a good relationship, the best fit leader will be the one that is focused on developing relations rather than completing tasks.
Upper Managers are responsible for ensuring a good fit between the management and work context. The type of work or situations to be handled must be clearly defined for the best outcome in an organization (Havinal, 2009). For example, an organization that deals with structured work must focus on skills for the employees. Defining clear goals for the work situation is fundamental. As a result, it helps the management to find the best fit for the work context. Consequently, it reduces the conflict that exists in organizations like overwrapping duties. Again, the top management should trust that the subordinates are doing the right thing. Failure to believe the lower management in their work context results in poor management in the work context. Therefore, defining explicit work requirement will ensure a good fit between the management and work context.
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References
Havinal, V. (2009). Management and entrepreneurship . New Delhi: New Age International (P) Ltd., Publishers.
Peretomode, O. (2012). Situational and contingency theories of leadership: Are they the Same. IOSR Journal of Business and Management , 4 (3), 13-17.
