Situation variables affect task motivated and relationship motivated differently that are two different styles according to the contingency theory. The first is focused on the reaching goals and second on building a friendly atmosphere. Based on the contingency theory the situation can be described on the basis of three different variables: position power, tasks structure and leader-followers relationship. Those three variables influence leader’s performance in different situations (Seyranian, 2012). In the situation with weak relationship, low power and unstructured goals, task motivated leaders show good performance. On the other hand when the situation is moderate without proper structured goals and without full power relationship motivated leader also perform better (Northouse, 2010).
I will describe my work situation that could be described as a Leader-follower relationship, where I was working in the store in sales as a promotion supervisor. I was daily given the plan of the number of pieces to sell, and my desired goals were well known. The job I was doing was very task motivated. I was responsible for a group of promoters that needed to do their job. The power position was strong since I had the control over my subordinates that all have specific tasks to fulfill. I was responsible for giving and grading their work on which the wages dependent. We had a good relationship since, despite the high goals given by the company. The factor that had the greatest impacts was friendly relationship that helped us get the desired goals and working as a team. The second factor was focused and structured tasks that were known prior the working day and I did also provide the tasks to fulfill to each participant, which made work easier as everyone knew what was expected by the end of the day from them. I had the leadership position which allowed me to motivate coworkers in a friendly environment. They had the greatest impact because of the specific situation and nature of the job. Measure of individual orientation with LPC scale showed I have a high human relations orientation. My motivation type is interpersonal relationships, not the satisfaction of successful job done (Northouse, 2013).
References
Northouse, P. G. (2010). Leadership: Theory and Practice. California: SAGE.
Seyranian, V. (2012). Contingency theories of leadership. Sage. Retrieved from www.sagepub.com/
