Paraphrase and change the references

Paraphrase and change the references

-Contingency and situational leadership theories suggest that there is no one best style of leadership (Graen, 1976; Graen et al., 1977). They explained that successful and enduring leaders use different styles according to the nature of the organization they lead, the situation at stake and the followers. A condition or situation may compel a leader to change his/her behavior, while some of the situations – political, social or economic may compel some leaders to their style, sometimes making them become authoritarian leaders, due to certain circumstance. Graen et al. (1977) noted that contingency theories suggest that there is no one best style of leadership. Nevertheless, successful and enduring leaders use different styles according to the nature of the organizational culture, the situation they may be handling and the followers. Such leaders know how to adopt a different style for a new situation, regardless of how effective any one particular style has been in the past.When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a “favorable situation.” Fiedler found that low-LPC leaders are more effective in extremely favourable or unfavourable situations, whereas high-LPC leaders perform best in situations with intermediate favourability. Leaders in high positions of power have the ability to distribute resources among their members, meaning they can reward and punish their followers. Leaders in low position power cannot control resources to the same extent as leaders in high power, and so lack the same degree of situational control. For example, the CEO of a business has high position power, because she is able to increase and reduce the salary that her employees receive. On the other hand, an office worker in this same business has low position power, because although they may be the leader on a new business deal, they cannot control the situation by rewarding or disciplining their colleagues with salary changes. The effectiveness of a particular style of leadership depends on the relationship between the characteristics of the leader, the followers and the situation as suggested by Graen (1976) and Graen et al (1977). Bass et al, (1975) found that specific leadership styles are associated with different ways in which organization operates, the task at stake, personal and interpersonal characteristics or relationship. Hodgson and White (2001) argued that effective leadership is by finding the best fit between good behaviour, context and need. Contingent and situational theorists therefore argue that, there is not acceptable form of leadership, rather, the situation will justify what type of leadership is appropriate and must be applied. This means those in leadership position must be able to change their leadership style based on the situation.

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