We learned about several approaches in the first two modules. Situational leadership theory, path-goal theory, the Vroom-Yetton-Jago model, and the substitutes for leadership model all suggest leaders should adapt to the situation, which often includes their followers and task characteristics. Fiedler's contingency theory, on the other hand, says leaders have a dominant style that is not easily adaptable, and they should be placed in situations that could benefit from their dominant style.
Part A: Which of the contingency models appears to be most useful to you and your role as a leader and/or follower? Explain why this theory resonates with you.
Part B: Think back to the two lists you made while completing last week’s discussion board. One list described the qualities of the most effective leader with whom you’ve worked, and the other listed the qualities of the least effective leader you’ve worked with. Consider some of the situational variables (e.g., position power, task structure, team commitment, and so on) that may have contributed to the more effective leader’s positive outcomes and the less effective leader’s negative outcomes. In what kinds of situations are you most effective at leading, managing, or doing your job? In what kinds of situations are you least effective and may need some improvement?
Part C: How can you become more self-aware of these and other areas of improvement and the impact of your thoughts, feelings, and actions on others? Be specific about the strategies that you might employ.