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Leadership Assessment Based on Fiedler's Contingency Theory


Submitted By spatel90
Words 676
Pages 3
Team background:
‘Loyola Lions’ is the school cricket team of, St. Xavier’s High School Loyola Hall, a popular school in Ahmedabad, India. The school participates in various sports events in the city. Mr. Lalit Modi coaches Loyola Lions. The team is on a winning streak lately and is considered among the top school cricket teams in the city.

The team is playing in the finals of the inter school cricket tournament. The opening batsman is injured, so the coach pulls up a substitute at the last moment and says to him, “You better play your best. If the team loses, you’re out. Now go and win the match”. The substitute is visibly nervous and replies “ok”.

Leadership style:
From the above example I conclude that the coach is a low-LPC task-oriented leader, whose main objective is the successful completion of the task at hand. He is unable to change his behavior and leadership style according to the situation. His initiating behavior is useful and somewhat preferred during coaching sessions, to bring out the best in the players. But, to use the same behavior on a substitute player, who has only played during coaching sessions, and that also, during an important match is uncalled for. That not only demotivates him but also puts unnecessary pressure on him, which affects his performance. The leader’s style does not agree with Fiedler’s theory and is totally uncalled for, in the given situation.

Leadership situation classification: * Leader/member relation is good. The coach is able to identify everyone’s weak spot and goes out of his way to strengthen them. He cares about the team and makes sure that everyone gets along with each other. Everyone looks up to him during crises. For example, during the training sessions a fast baller named Prashant had difficulty adjusting his speed while delivering the ball. He couldn’t transfer his pace to the ball, which led to the reduction in the ball speed and gave an undue advantage to the batsman. The coach took on upon himself to turn Prashant’s weakness into his greatest strength. He went hard on him and made him work on his pace. He even convinced Prashant’s parents to let him practice after hours. The other players thought that the coach was going a bit rough on Prashant, but all the hard training turned fruitful, and Prashant went on to become the best bowler in the team. He was even selected for the city’s cricket team.

* Task structure is high. Everyone has a specific role in the team and are supposed to follow the structure. Leniency is not allowed in this matter and the coach’s approval is needed to change the structure. For example, the two opening batsman, first out and second out are supposed to score as many runs as possible, while the fifth and possibly sixth batsman are supposed to play slow in order to save the wickets. But, if the opposite team changes its bowling order and say sends a spinner to bowl first, the batting team might have to change its batting order and send a slow scoring player first. In this case the coaches approval is needed before making any change in structure.

* The leaders power position is high. He has complete authority over the team. He has the power to remove anyone from the team or make them sit on the substitution bench. There is no challenging his decision and he has the final say in all team related matters.

Based upon the above points the leadership situation is good. Everyone knows their place and task in the team and know what to do and whom to contact in a particular situation.

Based on the above-mentioned points, I can conclude that according to Fiedler, the coach has the correct leadership style. Task oriented leaders are preferred in tense situations as they can get things done without wasting time. This is in line with Fiedler’s theory and I can say that the coach is a perfect leader for the given situation.

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