Meaning of Fielder’s Contingency Theory
The theory posits that good leadership is based on leadership style and the management of emergencies in healthcare. The approach demands a good association between leaders and healthcare members, definite organizational goals, and leadership readiness to embrace rewards and punishments. The theory emanated from the fact that healthcare leadership in the United States has had a long spell of conflicts with subordinates and clients, resulting in inadequate emergency responses. The theory is applied in healthcare institutions, particularly in healthcare emergency departments, to monitor the health practitioner’s answers to patients needing emergency responses.
Pros of Fiedler’s Contingency Theory
The contingency theory has well-researched parameters and successful in applied areas. Indeed, the outstanding nursing leaders are meant to serve in the poorly structured surrounding to aid positive change. Similarly, the impersonal nurse leaders are intended to help in well-structured surroundings to learn from their success. Since it is contingency theory, it is inherently more flexible than one takes all approaches.
Cons of Pros of Fiedler’s Contingency Theory
The Least Preferred Co-Worker (LPC) for the theory is subjective, reducing the nurse’s sharpness to emergency issues. Similarly, according to Fiedler, the theory is valid supervised groups and inapplicable to open groups, which creates emergency responses’ selectivity. The leadership based on the theory experience dilemma in choosing and defining the nursing tasks when personalities among individual nurses remain a blow to the system.
Does Everyone Have Different Leadership Style?
Honestly, everyone has a different leadership style depending on background information such as training and personal aptitudes. People have different training and a different approach to issues, which creates disparities in leadership. Personalities and competences cause a shift in leadership styles because of different perceptions over issues of governance. However, these factors are suitable because they reduce monopoly in leadership values, which may be detrimental to service provision, particularly healthcare administration. For example, in John’s case study, John, as the chair of the taskforce in emergency response, Dr. Smith, the CEO of the memorial hospital, and Mary, the medical experts, had different opinions about the emergency’s success room’s responses. Although it may sound detrimental, the variation in views and leadership values impart new and valid ideas in leadership.
Factors Constituting To Different Leadership Styles
The firm’s environment, staff traits, political, economic culture, and technological factors cause variations in leadership styles. The firm’s environment determines past leadership’s legacy, which influences the community, staff, and investors. Likewise, a firm’s resources, such as finances, staff, and technology, affect the leadership approaches. For instance, health facilities with good staff and high technology have higher aspirations than firms with inadequate facilities. The organizational culture informs the incoming leadership of the firm’s expectations and mission. The political and economic factors inform the leadership of the suppliers, customers, and competitors posing a change of administration.
Role of Communication, Listening and Conflicts Resolution Dynamism Help Leadership
Communication creates a typical sharing of ideas for the benefit of the firm. For instance, in John’s case study, communication would help John, Dr. Smith, and Mary arrive at a specific solution. Dynamic listening allows everyone’s opinions and ideas to be hard, recognized, and valued during consultative meetings. Conflict resolutions settle the challenging issues that leadership and subordinates face, creating successful governance.
Using Fiedler’s Contingency Theory in John’s Case Study
John, Dr. Smith, and Mary need competence in controlling situations and understand each role to increase efficiency in operations of the emergency rooms. The theory can help the three value the contribution of each other and solve the opinion conflicts. Dr. Smith and Mary should consider the effects of hiring more staff and building more emergency rooms. They should also consider the impact of altering the emergency room’s operations to reduce nurse turnaround. The theory will help the three manage the situations and adopt the cheapest and most helpful opinion.
The Effective Leadership Style in John’s Case Study
Strategic leadership is the most effective in John’s case study. The administration should consider the firm’s operations and opportunities for expansion in deciding the fate of the Emergency Rooms’ success. The style conforms to Fiedler’s Contingency Theory of controlling situations. The strategic leadership style will help the three agree on the profitable approach and embrace it positively.
References
Novak, A., Breznik, K., & Natek, S. (2020). How leaders can initiate knowledge management in organizations: Role of leadership style in building knowledge infrastructure. Human Systems Management, 39(1), 37-50.
Ferrada-Videla, M., Dubois, S., & Pepin, J. (2020, September). The strategic leadership of nursing directorates in the context of healthcare system reform. In the Healthcare Management Forum (p. 0840470420952472). Sage, CA: Los Angeles, CA: SAGE Publications. https://doi.org/10.1177/0840470420952472
Fiedler, F. (1958). Fiedler’s Contingency Theory. Contingency Theories; South University Online Library