Fielder's Contigency Model Case Study

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The weakness of Fielder’s Contigency model is lack of flexibily and too subjective on it’s Least Preferred Coworker (LPC) scale. This model suggest a manager must be placed in the right place specifically based on his style, it “gave little to no room for those leaders who can balance relationship, task and power” (Kokemuller, 2015). Also, many scholar debates that the LPC scale is “too subjective, hard to understand and the scales are not stable over time”(da Cruz, Nunes, and Pinheiro,2011). In fielder’s model, high LPC scale reflect postitive description, which means the individual is motivated to maintain harmonious interperaonal relationship, while low LPC score reflect negative perception, and demonstrate the indidual is motivated to focus …show more content…
“It is a view of management asserting that suborniates’ best behaviors and motivations are influenced by the behaviors managers exhibit toward them” (Plunkett, Allen and Attner, 2013, p.458). The strength of this model is “it is the first theories to specifly four conceptually distinct varieties of leadership, [it is also] a serious attempt at intergrating the motivation principles of expectancy theory into a theory of leadership” (Khan,2013). The model divided leader into four catogories when facing different environment. For example, when a leader facing a new working environment, he can be a directive leader. Directive leader encourage subordinates compete the assigned work while providing direction, and instructions, establishing precise procedures and timetables. A supportive leader aim at building team by promoting mutual trust and respect between leaders and group members. A participatve leader includes subordinates into decision making process by communicating with them, taking their advice and contribution. Achievement-oriented leader aim at improve subordinates abilities and performance through tainning and …show more content…
For example, it did not offer an answer of how directive leader can lead coworkers and increase their motivation during a ambiguous task situation. Also, this model unequally place the responsibility on leader and subordinates. In large, it place a heavy burden on leader but neglect the personal variables and qualities of subordinates. Paul Hersey and Kenneth Blanchard developed the Life-Cycle model. The strength of this model is they believe the degree of the maturity of subordinates determines the leadership method from leaders (Plunkett, Allen and Attner, 2013, p.460). Employees readiness depends on their “performance maturity and psychological maturity” (Graeff, 1997). Four type of leading methods are subjective to employees readiness. When dealing with immature employees, a telling leading style is often used. As a employee become more mature and exerpience, selling, participating and delegating leading styles are

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