Compare And Contrast Fiedler's Contingency Model And Blancha

Compare and contrast Fiedler's contingency model and Blanchard's situational model

Within the discussion board area, write up to 600 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions with your classmates. Be substantive and clear, and use examples to reinforce your ideas: At your next scheduled lunch meeting, Rae Marie continues to share challenges with her transition to her new leadership role as the Vice President of Operations for MyShoppingSpreeTV.

Based on the current climate of her department and its declining productivity, she questions her earlier career success. She is having doubts about her current leadership capabilities needed for her new role. For several years, Rae Marie, a former colleague and long-time friend, had been a successful manager for a company you worked at together years ago. You witnessed her previous successes and have confidence in her leadership. She confessed, "what if I had been successful in the past because of the great economy?" "The techniques I used in the past do not seem to be working here." You acknowledge that all organizational situations and climates are different, and what is required in one situation will not always work in another.

On the Discussion Board, consult with your classmates and offer your recommendations on how to decide the best course of action and the leadership style needed for different situations. For this discussion, you must research Fiedler's contingency model and Blanchard's situational model. In your discussion, compare and contrast Fiedler's contingency model and Blanchard's situational model. Evaluate the course scenario (the situation at MyShoppingSpreeTV), and identify which of Fiedler's preferred leadership styles is most applicable to this situation. For full-credit, you must address the following in your posting: How can Fiedler's contingency Model and Blanchard's situational model be applied in different organizational settings?

In which type of organization would you recommend the utilization of Fiedler's contingency theory of leadership or Blanchard's situational model? Explain why. Cite all references in a reference list. Be sure to reference all sources using APA format. For more information on APA, please visit the APASTYLE Lab.

Paper For Above instruction

Leadership theories serve as foundational frameworks that guide managers and leaders in adapting their management styles to varying organizational contexts. Among these, Fiedler's Contingency Model and Blanchard's Situational Leadership Theory stand out because of their emphasis on flexibility and situational analysis. This paper compares and contrasts these two models, evaluates their applicability to a real-world organizational scenario, and discusses their relevance in different organizational settings.

Fiedler's Contingency Model

Developed by Fred Fiedler in the 1960s, the Fiedler's Contingency Model posits that a leader's effectiveness is determined by a match between their leadership style and the favorableness of the situation. The model emphasizes two primary leadership styles: task-oriented and relationship-oriented. Fiedler’s model argues that task-oriented leaders perform best in highly favorable or highly unfavorable situations, while relationship-oriented leaders excel in moderately favorable conditions. A core component of this model is the Least Preferred Coworker (LPC) scale, which helps determine a leader's natural style—either favoring task completion or interpersonal relationships (Fiedler, 1967).

Blanchard’s Situational Leadership Model

Developed by Kenneth Blanchard and Paul Hersey, the Situational Leadership Theory emphasizes flexibility in leadership behavior based on followers' developmental levels. This model categorizes followers into four development levels—D1 to D4—and prescribes four leadership styles: directing, coaching, supporting, and delegating. Leaders adapt their style to match the followers' readiness, fostering development and autonomy (Hersey & Blanchard, 1982). Unlike Fiedler's fixed style approach, this model promotes dynamic leadership behavior tailored to individual and team needs.

Comparison of Fiedler’s and Blanchard’s Models

Both models recognize that leadership effectiveness depends on aligning leadership style with organizational or situational variables; however, they differ markedly in flexibility and application. Fiedler’s model suggests that leaders have an fixed style that cannot be changed, emphasizing the importance of matching the leader to the situation rather than changing the leader’s behavior. In contrast, Blanchard’s model advocates for situational flexibility, urging leaders to modify their behavior to suit follower maturity and task demands. This aspect makes Blanchard’s model more adaptable in dynamic environments, whereas Fiedler's approach might be better suited to stable, predictable contexts.

Application to the MyShoppingSpreeTV Scenario

In the case of Rae Marie at MyShoppingSpreeTV, her leadership challenges reflect a situation where prior techniques are ineffective due to changing circumstances—perhaps a shift from a thriving economy to a more challenging organizational climate. Given the scenario's context—declining productivity, organizational change, and the need for adaptive leadership—Blanchard’s Situational Leadership Model seems most applicable. Rae Marie’s situation requires her to assess her team's development levels and adapt her leadership style accordingly, which aligns with her need to be flexible and responsive (Hersey & Blanchard, 1982). This dynamic approach allows her to respond to her department's current challenges more effectively than a fixed style approach.

Organizational Settings for the Models

Fiedler’s Contingency Model is particularly effective in organizations with stable environments, where leadership roles and tasks are clearly defined, such as manufacturing or bureaucratic setups. Its emphasis on matching a fixed leadership style to the organizational climate makes it suitable in settings where stability and predictability are advantageous. Conversely, Blanchard’s Situational Model is better suited for organizations that operate in fast-paced, ever-changing industries such as technology, healthcare, or startups. Its flexibility fosters adaptability, which is crucial in environments that demand quick responses and personalized leadership tactics (Northouse, 2017).

Conclusion

In conclusion, both Fiedler's Contingency Model and Blanchard's Situational Leadership Model provide valuable insights into effective leadership. Fiedler's approach underscores the importance of situational stability and matching leaders to the environment, making it ideal for certain organizational types. Blanchard’s model, however, emphasizes flexibility and adaptability, which are essential in dynamic settings. Leaders need to understand the nature of their organization and situation to select the appropriate model. For Rae Marie, in her current turbulent context, adopting a Blanchard-style flexible approach could maximize her leadership effectiveness and improve her department's performance.

References

• Hersey, P., & Blanchard, K. H. (1982). Management of organizational behavior: Utilizing human resources. Prentice-Hall.
• Fiedler, F. E. (1967). A contingency model of leadership effectiveness. Advances in Experimental Social Psychology, 7, 149-190.
• Northouse, P. G. (2017). Leadership: Theory and practice (7th ed.). Sage Publications.
• Graeff, C. L. (1983). The Situational Leadership Theory: A critical view. Academy of Management Review, 8(2), 285-291.
• Sousa, M., & van den Berg, R. (2013). The application of Fiedler's contingency model in changing organizations. Journal of Organizational Change Management, 26(4), 648-661.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Hersey, P., & Blanchard, K. H. (1993). Leadership and the one minute manager: Increasing effectiveness through situational leadership. HarperBusiness.
• Hersey, P., & Blanchard, K. H. (2008). Management of organizational behavior: Utilizing human resources (9th ed.). Prentice Hall.
• Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision-making. University of Pittsburgh Press.
• Northouse, P. G. (2016). Leadership: Theory and practice (6th ed.). Sage Publications.