The ABC of Leadership Theories, Part 2
In this article I’m continuing the overview started in the first article of this series. Today we will check Situational Leadership, the Contingency Theory and the Path Goal Theory.
Situational Leadership
Developed by Hershey and Blanchard in 1969, the situational approach to leadership is based on the premise that different situations require different kinds of leadership. Thus, to be an effective leader one has to adapt his style to the situation. It considers the behavior of the leader, just like the sytle approach does, but also incoporates another variable: the development level of subordinates. This model sees the development level of subordinates as a continuum from developing to developed. (Want to learn more?, check Situational Leadership)
Contingency Theory
Several theories can be referred as contingency theories. A contingency theory is one that tries to match the leader’s style with the context. Then, an effective leader depends (is contingent) on matching the style with his setting.
The most renowned contingency theory was developed by Fred Fiedler in the 1960s. He developed a scale (LPC) to rate a leader and define his style. On the other hand, for situations he centers his attention on three variables: leader-member relations, task structure and position power. Together these three variables determined the favorableness of situations in the organization. Matching the favorableness of a situation with a leaders LPC then could predict the efectiveness of a leader. (Want to learn more?, check The Contingency Theory)
Path Goal Theory
The theory first appeared on the works by Martin Evans (1970) and Robert House (1971). This theory emphasizes the relationship between the leader style and the characteristics of the subordinates in the work setting. The basic idea of this theory is that the leader has to set goals, clarify goals, remove obstacles, and provide support. What’s interesting here, it’s that this theory tends to enhance employee performance and employee satisfaction focusing on motivation. To be an effective leader one has to match his style to the subordinates motivational needs. (Want to learn more?, check The Path Goal Theory)
So Far, So Good.
Have you noticed any difference among these theories and the ones that we saw in the previous article? We step back from the inner circle of the leader to the outer circle of the relationship between the leader and the follower. On the next article I’ll talk about the LMX Theory, Transformational Leadership.
Remember, Be Alert, Be A Leader. 
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1 comment
Thanks a lot Mr. Ken Valenzuela, I love all your artical, you provide a very very good leadership knowledge. onecemore thanks for your all kindness. Have a great day. Djajendra From Jakarta-Indonesia.
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