In my past organization, a number of key elements used to change. While some aspects of business changed frequently, others took too long to change. Some of the changes include opening new branches, recruitment of new employees, laying off of employees, distribution of authority, occasional launch of new products, and unpredictable market conditions. Contingency theory posits that situations can be described in terms of three factors: position power, leader-member relation, and task structure (Northouse 123). The organization’s leader by then performed effectively certain roles while exhibiting weakness in certain situations. Anytime there were key external or internal changes, I saw that the leadership style adjusted and adapted to the changing conditions. I can therefore say that the dominant leadership style in my past organization was contingency-based. Contingency-based leadership style has been described as a leadership style where the effectiveness of a leader is dependent on how well a leadership style matches the context (Northouse 123). Further, it has been found that the two most important things in contingency theory of leadership are the situation in which the leader operates and the personality of a leader.
My past organization had a kind of unique organizational culture. Four types of organizational culture has been identified: clan, adhocracy, hierarchy, and market (Scott 68). My organization could be described as one with more focus on achievement of results or meeting the goals. There was also a strong focus on competition as well as high achievement. Moreover, there was much emphasis on ‘getting job well done’. These were characteristics associated with market-oriented culture. In a contingency-based model, the leadership style adapt to match the right setting. For example, if there are changes in the external or internal factors changes in the environment, the leadership adapts to match the setting. This results in effective leadership because if a leadership style adapt to a particular setting or context, then it means the leader can effectively handle any changes which might occur.
Following the description of a contingent leadership style, every leader possessing the traits of a contingent leadership style is capable of changing the organization from one particular culture to another culture. For example, if the organization culture was initially clan-based and external conditions change (such as increased competition), a contingent-based leader ought to change and adapt to the new changes. The leader also need to prepare the organization to adapt to the new changes to remain competitive. Such a leader will then influence the organization to abandon clan-based culture to the market-oriented culture. Similarly, if the current business environment is such that it is structured and controlled with a strong emphasis on stability, efficiency, and doing the right things, a change might require adoption of a new organization culture. If the current business environment require dynamism and entrepreneurial spirit, with a strong emphasis on innovation, risk-taking, and ‘doing things first’, the organization need to change and adapt to the dynamic environmental conditions. An organization cannot trigger changes on its own. It requires leadership to offer direction. A contingent leader would, therefore, change the organization from hierarchy to adhocracy. Initiating changes within the organization begins with implementation of changes in roles as well as responsibilities that the leader might need to make in order to emphasize effectiveness to the responsibility or role of the individual leading the same. In many occasions, a contingency-based leadership style need to analyze various situations taking place in the business environment in order to determine whether to emphasize on tasks or relationship.
Works cited
Northouse, Peter. Leadership: Theory and Practice. London: SAGE Publications, 2013. Print.
Scott, Tim, Russel Mannion, Huw Davies, and Martin Marshall. Healthcare Performance and Organizational Culture. Oxon: Radcliffe Medical Press, 2003. Print.
