Contingency Approach to Change Contingency Approach
Developmental transitions, task-focused transitions, charismatic transformations, turnarounds and Taylorist methods
Contingency theory suggests that there is no singular, prescriptive way of enacting change. Rather, the specific circumstances must be taken into consideration. In general, contingency theory proposes that change is dependent upon the relationship between the leaders and followers, the structure of the task, and the position of the leader (Doyle & Smith 2001). For example, in a developmental or gradual transition, the leader is more likely to be in a weaker position of power and need additional 'buy-in' from employees. A major departmental overhaul may be more appropriately rendered in such a fashion, given the shock of a sudden transition along with the close-knit nature of the community. Another good example of when a developmental approach might be used is when the needed changes the organization might embark upon are uncertain. Through collaboration, the path of change is arrived at by all organizational participants. The leader exercises some direction, but accepts input from other organizational members. For example, when a university is enacting changes to serve the student body, the president will likely solicit information from faculty members and students, rather than dictate changes in philosophy or coursework in an autocratic fashion.
In contrast, during task-specific transitions, the leader exercises a great deal of authority. A task-focused transition may feature a more powerful leader. Also, "if the task is clearly spelled out as to goals, methods and standards...
Contingency Theories Leadership • Situational Approach (chapter 5) • Contingency Theory (chapter 6) • Path-Goal Theory (chapter 7) Behavioral Learning Objectives: Students explore contingency theories leadership identify theory employ . Contingency Theories of Leadership Leadership is the process in which a person influences others towards achievement of a common goal. It is a social influence process and can only exist where there is a leader and some followers Waldman et al. 823 (
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" (1995) The authors state: "The amphetamines occasioned dose-related increases in d- amphetamine-appropriate responding, whereas hydromorphone did not. Amphetamines also occasioned dose-related increases in reports of the drug being most like "speed," whereas hydromorphone did not. However, both amphetamines and hydromorphone occasioned dose-related increases in reports of drug liking and in three scales of the ARCI. Thus, some self-report measures were well correlated with responding on the drug-appropriate lever and some
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