[조직행동론] 피들러의 우연성 이론-탄력적 리더십(영문)
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분야
docxII. Research design
III. Gaps between Fiedler’s Contingency Theory and real world
IV. Why Fiedler’s theory does not fit in real world
V. Conclusion: Growing importance of Flexibility and Person-Organization fit
ii) Situational Favorableness
Another element of Fielder’s theory is ‘Situational Favorableness’. We thought that this is not as sufficient as past considering changes in organization nowadays. In terms of situational factor, Fiedler elaborated on this point with just three criteria, which are ‘Leader-Member Relation’, ‘Task structure’, and ‘Position power’. By comparing organization’s atmospheres with these three variables, he designed eight different group situations. This approach offered ‘Strong’ explanation at that time because there were limited kinds of industries with simple structure.
However, with radically changing nature of working environment, many organizations which are inapplicable with three categorizes are appearing constantly nowadays. In other words, there are many kinds of organizations which need something more beyond the segmentation of Fiedler’s situational elements.
During the interview with Mr. Hong, former mayor, we explained little bit about situational criteria of Fiedler’s theory to analyze the category of municipal government. The result is both 1(Good, High, Strong), and 5(Weak, High, Strong). Because government office has hierarchical and detailed-structure, its task structure and leader position power is relatively high. Mr. Hong’s task-oriented and rigid personality makes leader-member relation variable occasionally. Although situation 1 and 5 require totally different kinds of leader, he sticks to his leadership with flexibility such as having dinner with each subordinate. His constant and obvious personality and flexibility made him possible to retire as a respected politician.
Similarly, Mr. KangHyochul, the manager of Samsung Engineering, has situational factors of his organization falling in situation 1. Although the situation favors his task-oriented leadership style, he also concerns the relation with subordinates always. The reason is that the work itself is relatively risky and complex; it is vital to enhance loyalty and trust of
