Situational VS Contingency

Situational Theory

The Situational Leadership theory was created by Kenneth Blanchard and Paul Hersey. This theory suggests that one should use not only his/her management style, but also, manage according to the situation, hence the name, Situational theory. The maturity levels of the employees needs to be kept in mind while using this theory. The four leadership styles associated with this theory are classified as:
1. high task-low relationship (telling);
2. high task-high relationship (selling);
3. low task-high relationship (participating);
4. low task-low relationship (delegating).

Task behavior relates to telling people what to do, how to do it, when to do it, and where to do it, all while indicating very low relationship between parts. Relationship behavior resembles a two-way communication in which both parts actively participate, giving feedback, encouragement and coaching.

The theory suggests that the readiness or maturity of a person is key when deciding which style to used. By readiness or maturity, the theory refers to the levels of confidence, ability and willingness of that person or group.
This theory identifies the maturity level of the follower, which it categorizes as:
M1. They generally lack the specific skills required for the job in hand and are unable and unwilling to do or to take responsibility for this job or task.
M2. They are still unable to take on responsibility for the task being done; however, they are willing to work at the task.
M3. They are experienced and able to do the task but lack the confidence to take on responsibility.
M4. They are experienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task.

To describe a situation in which the situational theory is applied, the example of a surgeon in the operating room provides a quick explanation. The surgeon is an expert in surgery and in leading the team, but according to the condition of the patient, he/she will have to make quick decisions depending on the condition of the patient.

Fiedler’s Contingency Theory

Fred Fiedler argued that the leader’s effectiveness resulted from the interaction of leadership style and situational favorableness. The theory describes two types of leaders: those who accomplish by developing good relationships with the group, and those who concentrate primarily on the task. Fiedler defended that there are no ideal leaders, stating that both leaders can be effective as long as the orientation fits the situation.

In a workplace, this could be exemplified by a management team that is constantly trying to adapt to the new team members. The inability for the management team to adapt to the new staff will result in a higher turnover rate, which means a need for a change.