Explain the contingency theories of leadership.

1. 1 · Open. Trait and behavioural theories could not find one best style. Contingency theories say the best style depends on the situation.
2. 2 · Fiedler's contingency model.
   • Style measured by the LPC questionnaire: task- or relationship-oriented, and fixed.
   • Situation: leader-member relations, task structure, position power.
   • Task-oriented leaders suit very favourable or very unfavourable situations; relationship-oriented leaders suit moderate ones.
3. 3 · Hersey and Blanchard's situational theory.
   • Readiness = the ability and willingness of followers.
   • R1 telling, R2 selling, R3 participating, R4 delegating.
4. 4 · Draw the situational model. [2×2 grid: task behaviour across, relationship behaviour up; telling, selling, participating and delegating in the four boxes, linked to R1-R4]
5. 5 · Path-goal theory. Robert House: directive, supportive, participative or achievement-oriented behaviour, chosen to fit the environment and the followers.
6. 6 · In Sri Lankan business. An apparel supervisor tells a new operator, sells to a keen trainee, participates with a skilled but demotivated worker and delegates to a veteran.
7. 7 · Evaluate. Strength: realistic and situation-based. Weakness: Fiedler assumes style cannot change; readiness is hard to measure.
8. 8 · Close. Effective leaders read the situation and their followers before choosing how to lead.

Scoring tip: Get the authors right: Fiedler uses LPC and three situational factors; Hersey and Blanchard use follower readiness. Mixing them up costs marks.