The Contingent Leadership Model

Paper Summary:

This essay explains the contingent leadership model and the Myers-Briggs Type Indicator. The paper examines the controversy surrounding this model and challenges the Myers-Briggs Indicator and how it is used to match a leader to the situation. The paper also examines the 9-11 tragedy as a a tool for analyzing how leaders can rise to the occasion and lead effectively in a given situation. The paper then uses the example of nursing leadership, as it relates to patient care, discussing the nurse's necessity to adapt their leadership skills to the situation.

Table of Contents
Contingent Leadership
The Problem
The Issue
Leadership Styles
The Controversy
Current Leadership Trend
The Leaders Role
Conclusion
References

From the Paper:

"There is fault with this theory because as a society and in many organizations our leadership structure is one of "Commander and Chief" and does not match leadership to a given situation. Through out history we can point to many leaders that have had to adapt and lead despite their leadership style not matching the given situation. Leadership requires one to utilize knowledge, skills and abilities in fulfillment of an assigned leadership role. We expect and demand those in leadership to lead when the situation calls for it. If this theory is absolute then we would have to accept that one can not learn and grow as a leader. More importantly it would limit you to situations that match your skill set. So, instead of expecting you to lead in various situations you would need to be matched the situation."

Sample of Sources Used:

• Bentley, R. (2007, April). Fit for what purpose?. Training & Coaching Today, Retrieved September 27, 2009, from Business Source Premier Database Web site: http://search.ebscohost.com.dml.regis.edu/login.aspx?direct=true&db=buh&AN=24897938&site=ehost-live
• Csoka, L., & Bons, P. (1978, June). Manipulating the situation to fit the leader's style: Two validation studies of LEADER MATCH. Journal of Applied Psychology, 63(3), 295-300. Retrieved September 16, 2009, doi:10.1037/0021-9010.63.3.295
• Fiedler, F., & Mahr, L. (1979, June). A field experiment validating contingency model leadership training. Journal of Applied Psychology, 64(3), 247-254. Retrieved September 16, 2009, doi:10.1037/0021-9010.64.3.247
• Gardner, W., & Martinko, M. (1996). Using the Myers-Briggs Type Indicator to Study Managers: A Literature Review and Research Agenda. Journal of Management, 22(1), 45. Retrieved September 27, 2009, from Business Source Premier database.
• Hogan, R. (1994). Trouble at the Top: Causes and consequences of managerial incompetence. Consulting Psychology Journal: Practce and Research, 46(1), 9-15. doi:10.1037/1061-4087.46.1.9

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