Situational leadership often does not work well when repetitive tasks need to be completed, as this type of leadership is flexible and many task-driven environments are not. This article aims to look at the development of The Contingency Theory of Leadership which had developed in the 1970s, but declined in the 1990s, and has begun to be considered relevant again in handling major crises in recent years, including Covid-19. Fiedler’s Contingency Theory of Leadership states that your effectiveness as a leader is determined by how well your leadership style matches the situation. The core principle behind these models is that leaders are able to change their behaviour however, it should be noted that many are restricted by hidden limiting beliefs and old habits that persist despite training. These particular 'situational' or 'contingency' models offer a framework or guide for being flexible and adaptable when leading. During the mid-1970s, life cycle theory of leadership was renamed "Situational Leadership Theory." One of the very first contingency theories was proposed by Fred. Certain factors come into play that define whether a particular leader or leadership style will be effective for the given situation. Contingency theories put forth the idea that the success of a leader hinges on the specific situation at hand. The Hersey-Blanchard Situational Leadership Theory was created by Dr Paul Hersey, a professor and author of "The Situational Leader," and Ken Blanchard, author of the best selling "The One-Minute Manager," among others. Fidler also suggested that three different elements affect the effectiveness of leadership. n Chapter 5, we described the situational approach to leadership as an approach that suggested to the leader what to do in different situations. Instead of staying focused on the overall objectives, situational managers can fall into a trap where they are evaluating or responding to an immediate circumstance all the time. Fiedler’s theory proposes that a leader’s effectiveness hinges on how well his or her leadership … Hersey-Blanchard situational leadership theory. Situational leadership gives leaders a straight forward and clear process for determining which style of leadership will work best with a given employee in a given situation. Situational or Context school Emphasises the importance of context in shaping leaders’ responses to be more relationship or task motivated, or more authoritative or participative. What this means is that the leader can leader his or her followers in many circumstances. Situational leadership is based more on meeting an exact need, at the moment, then an approach which looks toward the long-term needs of a team. theory on Situational Leadership, Herzberg’s theory on Motivation and Maslow’s Hierarchy of Needs. So, situational leadership theory says, effective leaders must change their behaviour according to the situation. Situational Leadership Theory as a Foundation for a Blended Learning Framework David Meier Research Scholar, National School of Leadership, Pune, India Abstract Ultimately with the raise of computer technology, blended learning has found its way into teaching. The technology continues to evolve, challenging teachers and lecturers alike. A review of literature on contingency theory in managerial accounting Jesmin Islam 1 and Hui Hu 2* 1Faculty of Business and Government, University of Canberra, ACT 2601, Australia. This requires a great deal of flexibility on the part of the leader (Yukl, 2006). Situational, or Contingency, theories are all about matching leadership behaviour to circumstances, or the experience, commitment and confidence of followers. There are several models in this sub-group which will be outlined in more detail in the module: The maturity level of your followers is determined by their task skills and motivation. Contingency approach helps the manager to enhance their leadership and decision-making skills. Moreover, there is no alternate way to lead affectively but to adapt situation Keywords: participation, situational leadership, normative models, contingency theory T he term leadership is ubiquitous in common dis-course. Those factors include the task, the personality of the leader and the composition of the group that is meant to be led. 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