CONTINGENCY THEORIES

 FIEDLER’S CONTINGENCY THEORY

 THE LEAST PREFERRED COWORKER

 SITUATIONAL FAVORABLENESS

TASK STRUCTURE

POSITION POWER

LEADER-MEMBER RELATIONS

 LEADERSHIP EFFECTIVENESS

 PATH GOAL THEORY

VROOM-YETTON-JAGO NORMATIVE DECISION MODEL

 DECIDE- THE MANAGERS MAKE THE DECISION ALONE AND

EITHER ANNOUNCE IT OR SELL IT TO THE GROUP.

 CONSULT INDIVIDUALLY- THE MANAGER PRESENTS

THE PROBLEM TO THE GROUP MEMBERS INDIVIDUALLY,
GETS THEIR INPUT, AND THEN MAKES THE DECISION.

 CONSULT GROUP- THE MANAGER PRESENTS THE

PROBLEM TO THE GROUP MEMBERS IN A MEETING, GETS
THEIR INPUTS, AND THEN MAKES THE DECISION.

 FACILITATE- THE MANAGER PRESENTS THE PROBLEM TO

THE GROUP IN A MEETING AND ACTS AS A FACILITATOR,
DEFINING THE PROBLEM AND BOUNDARIES THAT SURROUND
THE DECISION.

 DELEGATE- THE MANAGER PERMITS THE GROUP TO MAKE

THE DECISION WITHIN THE PRESCRIBED LIMITS, PROVIDING
NEEDED RESOURCES AND ENCOURAGEMENT.
THE SITUATIONAL LEADERSHIP MODEL