Buy Contingency and Situational Leadership Models

Buy Contingency and Situational Leadership Models


This essay compares and distinguishes between Fred Edward Fiedler’s contingency model of leadership and Paul Hersey and Ken Blanchard’s situational model of leadership. The two models are explained and compared with reference to the leadership styles and situations. The California Department of Corrections and Rehabilitation is also evaluated to recognize which leadership style is most applicable in the department. Fiedler’s model explains the effectiveness of a leader based on the style of leadership and control of the situation. The Hersey and Blanchard theory is based on the level of readiness and willingness of the workers and the amount of control and support a leader provides to the followers.

Evaluation of the Leadership Models

The two models of leaderships analyze leaders in different ways. Fiedler’s model discusses leadership style through a Least Preferred Coworker-LPC scale of 1 to 8. The tests taken are scaled from 1 to 8 and the average is taken from the results of these to arrive at a conclusion whether a leader is task oriented or relationship oriented. The individual with a lower LPC score is task oriented and describes the least preferred worker in a negative way while an individual with a high LPC score is relationship oriented and describes the least preferred worker in a positive way. The Hersey Blanchard model describes styles of leadership with reference to a leader’s level of control and support provided to the subordinates. In this model four classes of leaders have been identified which are S1, S2, S3 and S4. S1 is a Directing leader where one way communication takes places and the leader tells the subordinates what and how work is to be done.  S2 is the coaching style of leadership involving a two way communication where the leader tells the workers what to do but after receiving ideas and suggestions from the workers. S3 is the supportive style of leader ship and the leader tries to motivate the workers and the workers decide on work issues. S4 is the delegating leader who only gives direction of high level and all other decisions are made by the subordinate (Robbins, Coulter, Cox, & Cox, 2006).

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