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Title: Contingency theory is of little value in helping leaders or potential leaders to perform successfully
Authors: Cheng, Eric
Issue Date: 2000
Publisher: Hong Kong : Vocational Training Council ; IVETA
Abstract: Contingency Theory does not provide a recipe to problems, but some argue that it could provide an action list. I am going to discuss the Contingency Theory of leadership in the light of whether it enhances performance. Contingency Theory is one that if we know which particular leadership style in a particular situation is more appropriate, the leader will adjust his behaviour to the situation in order to enhance performance, subordinate's job satisfaction, etc. The beginning section of the essay will be devoted to a literature review and a discussion on the theoretical framework on the three approaches of the Contingent Theory. Later cases indicate how Contingency Theory was applied, or was ostensibly applied to the dministration of an academic section in a university in Hong Kong. The essay concludes by identifying practices which might enhance performance of contingent leaders.
Description: In: Vocational education and training for life long learning in the information era. IVETA [International Vocational Education and Training Association] Conference Proceedings (Hong Kong, China, August 6-9, 2000)
Available online pdf via VTC Institutional Repository
Keywords: Leaders
Contingency theory
Maturity of subordinates
Task motivated
Relationship motivated
Taxonomy of decision process
Human resource development and manpower training
Subjects: IVETA 2000
Vocational education -- Congresses
Technical education -- Congresses
Type: Conference Paper
Links/Full textIVETA Conference 2000 via VTC-IR
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