Leadership Theory Analysis Summary Patricia Clark, Sale Dennis, and Jeffrey Hoofers MGM/230 Jack Greer October 13, 2014 Leadership Theory Analysis Summary Team Ad’s summary and analysis of the Broom and Fiddler’s leadership style was concluded with an agreement on how both styles would be effective in an organization based on the environment. Team D felt that the Broom model of leadership is best suited for small organizations and the Fiddler’s model is best suited for large organizations. Smaller organizations do not have different departments and department heads therefore, one decision made y the leader would be suitable.
In a large organization the Fiddler’s model of leadership will be suitable using the (LIP) least preferred coworker. The team discussed how a manager with little authority would have to follow a set of standard rules or tasks that were predetermined actions in the process of meeting the organization’s goals. The Broom model emphasizes the participative dimension of leadership of how leaders go about making decisions. The model uses the basic approach of assessing the situation before determining the best leadership style.
The Broom model states which cession style is most appropriate for the managers to use in their organization. Several different decision styles may work, but the style recommended is the one that takes the least amount of time. Although the managerial decision may warrant a different and more complicated based analysis of the leadership style, after you work through the model a couple of times it becomes less complex to use. In the Fiddler’s model, leadership effectiveness is the result of interaction between the style of the leader and the characteristics of the environment in which the leader works.
Fiddler feels hat both task-oriented and relationship-oriented leaders can be effective if their orientation fits the situation. Improving the effectiveness of both styles requires changing the situation to fit the leader. We think either leadership style would be effective according to the type of organization, whether it is a large or small business and if it has managerial control issues. Fiddler’s contingency model of leadership depends on two factors: the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.
Fiddler measured leadership styles with an instrument assessing the leader’s least preferred coworker (LIP). This is the attitude toward the follower that the leader liked the least. Based on the LIP score, Fiddler considered two leadership styles. Task-motivated leadership places primary emphasis on completing the task and is more likely exhibited by leaders with low LIP scores. Relationship-motivated leadership emphasizes maintaining good interpersonal relationships and is more likely from high-LIP leaders. Fiddler’s theory assumed that leaders cannot change heir styles, but must be assigned to situations that suit their styles.
Fiddler’s theory initiated and continues to emphasize the importance Of finding a fit between the situation and the leader’s style. In conclusion, Team D agreed that both leadership styles would be effective in a business based on the size of the organization. While there is no best leadership style between the two, Broom’s model is more of a contingency theory and Fiddler’s is more of a personality base theory. The Fiddler approach assumes that leaders have fixed personalities and if the conditions for which they operate in are not insistent with their style.