Fiedler's Contingency Theory The overarching claim of Fiedler's contingency theory is that leadership is defined more directly by the situation or context into which a leader is thrust than by the nature of the leader himself. The basic premise is that leaders will define themselves in low-stress and high-stress situations. Ideally, according to Fiedler, a leader will be selected whose traits are compatible with the organization and its personnel or failing

Contingency Theory and Global Leadership JUST HOW APT Contingency Theory Emphasizes Problems and Issues in Global Situations The contingency theory of leadership fits the leader to the situation (Northouse, 2012). It tests his effectiveness on the basis of his style, hence, the term "contingency." Three factors characterize the theory, namely leader-member relations, task structure, and position power (Northouse). This current environment of globalization endows leaders with a host of benefits (Cantoria, 2012). Among these

Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8) Leaders see what others do not Most leaders have

Leaders that are experienced in a certain type of situations can manage them faster and more efficiently. Such experienced leaders have the advantage of having experienced similar situations before. Therefore, this means that these leaders know what the phases of the situation are and what outcomes they should expect to take place. In other words, they are aware of the actions and decisions they must make in order to efficiently

Most conclusions on this approach were vague or indecisive in terms of social, psychological or mental significance (Rice, 1978, 1981; Graen et al., 1972; Ashour, 1973). Furthermore, over the years, many scholars have come to the realization that leadership is situational and hence there are many realistic settings like the environment, the employees, the resources, etc. that determine the characteristics needed in a leader as well as his/her business approach

Leadership Behavior for Effective Decision Making Effective decision making in the competitive business environment is closely linked with leadership skills. Managing change in existing organizations can often be extremely difficult, as it requires changing the organizational culture, the very roots that bind its members. This paper analyses the characteristics of a successful leader, illustrated with a practical example. Contrary to popular understanding, there is no unique style of leadership for all