Advantages Of Contingency Theory

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Practicality of the Contingency theory
The Contingency Theory is realistic and unprejudiced in approach. It discounts biased notions and general validity of principle. It advocates the analysis and conducting of case studies for all problems faced in each situation, in order to list the options available and then to choose the best and cheapest option. The preconceived value judgements are therefore avoided and broaden the horizons of practising managers. It subsequently guides them to be alert and adoptive to environmental variables while choosing their styles and techniques. By liberating them from dogmas and preconceived principles, it provides freedom of choice. The opportunity of becoming innovative and creative is therefore presented.
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In doing so, the Situational Leadership manager works closely with the team and shares decision-making responsibilities. This style is often used by corporate leaders who are attempting to influence a board of directors toward developing a new policy for which there is no proven history or established practice.
• Delegating = S4 (letting others do it): - Although the leader will still monitor task- and organisational-progress, he or she will pass much of the responsibility for the execution and completion of the established goals onto the individual subordinates or dedicated work groups. By delegating, the leader is usually less involved with decisions and is therefore able to focus on the work and achievements of subordinates, as seen commonly in the freedom given to tenured professors who are allowed to teach in the manner they believe is most effective while being monitored by a dean or department
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The individual’s willingness as well as the ability to complete the task is measured by the maturity level. A recipe for failure would be to assign a job to a member who is willing but lacks the ability.

Authors Nevarez, Wood and Penrose in their text Leadership Theory and the Community Colleges: Applying Theory to Practise further states that "Correctly gauging this level of maturity allows the leader to select the most appropriate leadership approach to facilitate self-dependent and self-motivated employees who can accomplish goals."

Conclusion
Leadership and Management are inseparable in nature, if there is management, there is leadership. In order to inspire a subordinate, the qualities of a manager require leadership skills. Both management and leadership can be seen in an organisation. There is a manager in a department and a number of leaders who work with their teams in assisting the organisation in the accomplishment of their goals. At the demand of the organisation, managers sometimes fulfil the role of a leader as well. It can therefore be said that Leadership and Management go side by side and complement each other and that an organisation needs both for its growth and survival. Management concerns the arrangement and maintenance of the 5M (Men, Money, Material, Machine and Methods) whereas leadership is about persuading people

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