Contingency Theory and the Team Dynamic
Leadership & the Team Dynamic
Action Research: Application of Contingency Theory to Leadership and the Team Dynamic
By: Team
Leadership & Motivation A Stajkovic
Leadership & the Team Dynamic Introduction:
As the focus of our final project, we have identified an issue within one of our team member’s organizations where a mismatch exists between the leadership style of the current Vice President of Human Resources and the environment in which he operates. We will use Fiedler’s contingency theory model as support for our argument. Background: The subject, who will be known as ‘Sam’, was recently hired as the Vice President of Human Resources (VP/HR). He was the favored candidate due to his HR experience, high self efficacy, and charismatic leadership style which enabled him to effectively network with senior executive leaders. In addition to his soft skills, Sam possessed expertise in structuring executive compensation and had extensive work experience with public company compensation committees (which are a subset of the profiled company’s Board of Directors). Executive compensation is a critical component of any public company’s disclosure given the level of scrutiny it receives by the external market and investors alike. With that high level of scrutiny, comes an equally high potential for investor, political, and governmental pushback making the role of VP/HR a crucial one subject to high visibility. Sam’s combination of knowledge, skills, and abilities has allowed him to effectively manage up the corporate chain on matters of executive compensation. However, his position also calls for directing his team in the development and implementation of global compensation and benefits programs for corporate professionals in entry-level, management, and director positions. Current observation and experience of Sam’s team has revealed that his Relationship Motivated leadership style, while effective with senior executives, is ineffectual
Action Research: Application of Contingency Theory to Leadership and the Team Dynamic
By: Team
Leadership & Motivation A Stajkovic
Leadership & the Team Dynamic Introduction:
As the focus of our final project, we have identified an issue within one of our team member’s organizations where a mismatch exists between the leadership style of the current Vice President of Human Resources and the environment in which he operates. We will use Fiedler’s contingency theory model as support for our argument. Background: The subject, who will be known as ‘Sam’, was recently hired as the Vice President of Human Resources (VP/HR). He was the favored candidate due to his HR experience, high self efficacy, and charismatic leadership style which enabled him to effectively network with senior executive leaders. In addition to his soft skills, Sam possessed expertise in structuring executive compensation and had extensive work experience with public company compensation committees (which are a subset of the profiled company’s Board of Directors). Executive compensation is a critical component of any public company’s disclosure given the level of scrutiny it receives by the external market and investors alike. With that high level of scrutiny, comes an equally high potential for investor, political, and governmental pushback making the role of VP/HR a crucial one subject to high visibility. Sam’s combination of knowledge, skills, and abilities has allowed him to effectively manage up the corporate chain on matters of executive compensation. However, his position also calls for directing his team in the development and implementation of global compensation and benefits programs for corporate professionals in entry-level, management, and director positions. Current observation and experience of Sam’s team has revealed that his Relationship Motivated leadership style, while effective with senior executives, is ineffectual