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People-oriented behaviors indicate a supportive approach to subordinates. Managers with this type of orientation dealt with high performance goals and human needs.
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The researchers from Ohio State University introduced two basic leader behaviors or styles: initiating structure behavior and consideration behavior.
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Initiating structure is parallel to the task oriented behavior and shows the emphasis on formal processes such as designing roles and responsibilities.
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Consideration behavior is a form of people orientation and indicates the extent of concern for the relationships with subordinates and their feelings.
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The Managerial (Leadership) Grid is about the behavioral dimension of leadership. The managerial grid is a useful tool for managers to observe which category in the grid their leadership style fits. It is also a model that can be used during training programs for organizational development.
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Leadership styles are influenced by factors such as; the environmental circumstances, the product/s, and manager’s/leader’s choices.
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In a dynamic business environment, there is no “one fits all” leadership style.
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Contingency models of leadership focus on the match between environmental factors and leader’s behaviors. Some of the factors examined are organizational goals, leader-employee relations, task structure, and position power.
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Some of the contingency approaches to leadership are situational leadership and Fiedler’s contingency theory.
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Situational leadership emphasizes that leaders match their approach according to the degree that subordinates are ready for the task. In other words, characteristics of people which impact the leadership behaviors. Hence, the model introduces two basic parts: leadership styles and the development level of employees.
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The premise of the situational leadership model is: “Different situations demand different types of leadership”.
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Main leadership styles are identified in groups such as: supportive (relationship oriented) and directive (task oriented).
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Supportive behaviors are participative, friendly, include two-way communication, praising, listening, and rewarding.
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Directive behaviors include one-way communication, clearly defined goals, tasks, and roles as well how to achieve them.
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Development level or readiness of employees are determined based on: their commitment to their job (willingness, motivation, confidence) and their competency level (knowledge, skills, confidence, experience
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This model examines the match between the leadership style and the situation. The difference from the situational model is that Fiedler’s model adds organizational aspects to the situational variables. The focus of the Fiedler’s contingency model is to detect the leadership style and the situation correctly, so the most effective match can be decided.
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Leadership styles in Fiedler’s contingency model are people (relationship) oriented and task oriented styles, similar to the situational model. What is different is that Fiedler suggests that leadership styles are pretty much fixed. Therefore, the leader matches her/his style with the situation that is most suitable for her/his effectiveness.
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Fiedler’s model includes the Least Preferred CoWorker (LPC) scale for measuring leader styles. If a leader scores someone s/he least prefers high, it means that s/he is willing to develop good relationships and it is considered a relationship oriented style. If this score is low, it means the leader pays more attention on achieving the task and it is considered a task oriented style. Therefore, leaders with high LPC scores are people oriented; those who score low LPC are task oriented.
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After the leadership style is determined as whether people or task oriented, the situation must be examined. By this token, the situational variables of Fiedler’s contingency model are: the quality of leadermember relations; the degree of task structure, and the position power.
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Quality of leader-member relations involves factors such as the employees’ or group members’ trust and loyalty for the leader. This relationship can be either positive and good or negative and poor.
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Task structure is about to what extent the job requirements as well as the goals are clearly defined, formalized and standardized. Thus, a task structure can be a highly structured routine one or weakly structured which is out of routine.
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Position power is the amount of power that a leader has over her/his subordinates in terms of hiring, firing, promotion, and work orders. Thus, regarding these factors the power of a leader based on the position can be strong or weak.
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A situation is considered highly favorable if: the leader-member relations are based on trust and respect; the task structure is highly structured; and the leader has strong power over her/his subordinates.
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A situation is mentioned as highly unfavorable if: the leader-member relations are poor; the task and roles are not clearly defined and standardized; and the leader has little authority for directing subordinates and issuing orders.
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The favorability of the leadership situation determines the suitability of the leadership style.
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