With many different types of leadership evident in different businesses, it is pertinent to find the best leader for each respective situation. How should a certain individual be matched to the circumstance? This is outlined in contingency theories, more specifically Fiedler’s Contingency Model. Fiedler’s theory is centered around the notion that “leaders have general behavioral tendencies and specifies situations where certain leaders may be more effective than others” (PSU WC, 2019, L. 6, p. 4). In hiring and implementing new members of management, identifying the key characteristics of normal restaurant situations can greatly improve the effectiveness of a manager through identifying characteristics of prospective individuals. Their normal behavioral tendencies can be indicative of how fit they are for the position of managing the high-end restaurant that is more prone to criticism than other businesses of the industry. There are two major components of Fiedler’s Contingency Theory (1967) – leadership styles and situational variables – that are matched together to help the organization reach its ultimate goals.
Fiedler’s Contingency Model is primarily concerned with leadership styles and the relevant situations (Northouse, 2007, p. 113). Leadership styles are described as either task or relationship motivated. Task motivated leadership aims to reach pre-determined goals while relationship motivated leadership aims to foster close relationships between leaders and followers. In restaurant management, task motivated leadership is prominent as staff members are given clear directions of required customer service to work towards the goal of business profitability. With deciding upon applicants for a managerial position, task-oriented personalities are preferred as they are able to clearly outline and structure tasks for subordinates so that each task is completed in a timely and consistent manner. This also gives a sense of autonomy to the subordinates so that they can individually evaluate if their responsibilities are completed correctly. The follower autonomy allows the manager to oversee all tasks in favorable situations while still being able to handle unfavorable or out of control situations (Northouse, 2007, p. 115). In this particular industry, an applicant that is relationship motivated may not be fit for the position as situations often have certain results of either customer satisfaction or dissatisfaction through proper or improper service. There is little to no grey areas in which personal relationships affect job performance. The leadership styles of Contingency Theory are pertinent in finding the right individual to fit the restaurant business so that outlined tasks are effectively completed and personal matters that may distract from responsibilities are left out of the workplace.
Another integral component of Fiedler’s Contingency Theory are the situational variables at hand. Northouse (2007) posits that there are three factors that are used to characterize situations, “leader-member relations, task structure, and position power” (p. 114). Leader-member relations explain the degree of leader-follower relationships and whether they are cooperative or antagonistic (PSU WC, 2019, L. 6, p. 7). It is important that leaders and prospective managers are able to cultivate a positive atmosphere in which there is ample trust and friendliness. With the manager and subordinates working closely together and tag-teaming their responsibilities, trust is of foremost importance so that the manager is confident of the subordinate’s job completion and also so that the subordinate is comfortable calling upon the manager when necessary without hesitation. Furthermore, this loyalty and personal attraction towards the leader or manager can help foster stronger autonomy in staff members so that they are more devoted to performing well. Task structures, or “the degree to which the requirements of a task are clear and spelled out” (Northouse, 2007, p. 114), are high in rigidity in this industry. Staff members are given clear and precise instructions that help them accomplish their tasks in a correct, pre-determined manner that is definitively outlined. There is little room for variation and creativity to maintain consistency in service. In hiring a manager, being able to establish and supervise these instructions are important capabilities to take into consideration. If a prospective manager were to provide vague and unclear tasks for subordinates to navigate and problem-solve on their own, consistency is lost and the business will be more open to negative criticism. Position power is the last situational characteristic. This describes the “title of authority or rank, the authority to administer reward and punishments, and the legitimacy to conduct follower performance appraisals” (PSU WC, 2019, L. 6, p. 7). With filling a managerial position, position power is already written into the professional role. In having managerial duties of reward and punishment administration, it is important to match the position to a leader that is capable of such responsibilities even when situations get tense. If a manger were unable to implement disciplinary actions or lacked the authority to do so, weak leader position power will create subordinate misconduct and a lack of respect towards the leader. Northouse (2007) notes that “situations that are rated most favorable are those having food leader-follower relations, defined tasks, and strong leader position power” (p. 115). With each of these three factors describing the workplace situation, it is opportune for the business to find leaders that have a shared alignment with the restaurant’s organization and circumstances.
In order to reach business goals, the business must consider of each applicant’s leadership styles and how congruent they are to the situational characteristics at hand. With a clear definition of what is favorable or unfavorable in workplace management conditions, effective leadership can be defined and directed towards characteristic goals. Fiedler’s Contingency Theory helps businesses outline and identify what characteristics are needed in both leaders and situations for a positive synergistic result.
References:
Fiedler, F. E. (1967). Cognitive resources and leadership performance. Applied Psychology: An International Review 44(1), 5-28.
Northouse, P. G. (2007). Leadership: Theory and Practice. Los Angeles, CA: Sage Publications.
Pennsylvania State University World Campus (2019). PSYCH 485 Lesson 6: Contingency & Path-Goal Theories. Retrieved from https://courses.worldcampus.psu.edu/canvas/su19/2195min-5376/content/06_lesson/printlesson.html