Introduction
Leadership contingency theories focus on the way a leader’s strategy affects the overall performance of the team, concerning the general atmosphere, intercommunication, and productivity. Fielders’ Contingency Theory explores the implications of a leader’s persona and power dynamics on the efficiency of the group work, while Vroom and Yetton’s decision participation contingency theory highlights the quality of a leader’s tools and their relation to the audience (Hunt and Fitzgerald, 2018). Hence, despite the differences within specific areas of focus, these theories explore direct relations between the leaders and the efficiency of work.
Discussion
According to Fielders’ Contingency Theory, the core social and inner qualities of a leader have a significant impact on the working environment (Kundu and Mondal, 2019). A leader’s ability to effectively communicate their ideas, intentions, and impressions majorly determines how employees comprehend the overall goals of the company. Thus, their specific social approaches affect the inner working dynamics of the group and can either increase or decrease the productivity rate.
Vroom and Yetton’s decision participation contingency theory focuses more on the specific tools of the leader, which can be both external and internal. Information accessible to the leader impacts their conclusions and highlights the significance of their literacy in defining and communicating specific decisions (Lührs et al., 2018). Additionally, it implies that surrounding factors such as people’s opinions on a leader’s decision and general social dynamics within the group significantly affect a leader’s professional choices.
Conclusion
Within an example of a group project led by a specific person, Fielders’ theory (1967) implies that a major part of the project’s success depends on a leader’s individual qualities and proficiency within diverse fields. At the same time, Vroom and Yetton’s theory (1973) defines a group’s intercommunication, diversity of opinions, and individual thoughts on a leader’s decisions as the main factors determining the final success. Although these theories are similar in exploring key elements that contribute to the working process concerning leadership, one of them focuses more on a leader’s internal qualities, while the other highlights external sources as the main factors determining the productivity of a working group.
References
Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill.
Hunt, J., & Fitzgerald, M. (2018). Theories of leadership. Leadership: Regional and Global Perspectives, 25-53.
Kundu, S., & Mondal, P. (2019). Luminance of Contingency Theory in revealing the leadership style of the academic librarians. Library Philosophy and Practice (e-journal), 2389-2401.
Lührs, N., Jager, N. W., Challies, E., & Newig, J. (2018). How participatory should environmental governance be? Testing the applicability of the Vroom-Yetton-Jago model in public environmental decision-making. Environmental management, 61(2), 249-262.
Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision-making (Vol. 110). University of Pittsburgh Pre.