CONTINGENCY CHARISMATIC TRANSFORMATIONAL

Contingency, Charismatic and Transormationa! Theories

"e#in $% Rider
Argosy &ni#ersity
Kevin V. Rider is a graduate student in the Master of Science in Health Services Management
'rogram% This (a(er )as (ro#ided *(on re+*est ,y -r% .immy Me!ancon, (roessor o
Leadershi( in Organi/ations% Mr% Rider may ,e reached at "e#inRider0hotmai!%com
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CONTINGENCY CHARISMATIC TRANSFORMATIONAL
Contingency, Charismatic and Transormationa! Theories
This (a(er ,rie!y e2(!ores the a((!ication o contingency, charismatc and transormationa!
theories to the !eadershi( o a hea!th care organi/ation% Theories that e2(!ain !eadershi(
eecti#eness )hi!e acing sit*ationa! #aria,!es that either enhance o n*!!iy the !eader3s traits are
ca!!ed contingency theories 4Y*5!, 6778c9% Charismatic theory reers the o!!o)ers3 (erce(tion o
a !eader% The !eader arises d*ring a socia! crisis and oers a radica! #ision that so!#es the crisis%
Fo!!o)s )ho ,e!ie#e, and e2(erience some s*ccess in the #ision are attracted to the !eader 4Y*5!,
6778a9% Transormationa! theory reers to the a((ea! to ethica! and mora! #a!*es in order to
moti#ate o!!o)ers to reorm instit*tions 4Y*5!, 6778a9%
Strategies or Incor(orating Contingency, Charismatic, and Transormationa! 'rinci(!es o
Leadershi( in Leading the Organi/ation
Contingency Theory
Y*5! 467789 o*t!ined eight strategies to a((!y Contingency Theory to increase s*,ordinate
satisaction and (erormance d*ring sit*ationa! !eadershi(% Ater each strategy, a ,rie descri(tion
is (ro#ided:
1% Maintain sit*ationa! a)areness% &nderstand the e2terna! trends that eect
(erormance%
6% &se more (!anning or a !ong, com(!e2 tas5% ;rea5 the tas5s do)n to com(onents
and se+*ence them or o(tima! (erormance%
<% Cons*!t more )ith (eo(!e )ho ha#e re!e#ant 5no)!edge% The !eader sho*!d ta( the
reso*rces o others in order to achie#e the ,est (erormance%
=% 'ro#ide more direction to (eo(!e )ith interde(endent ro!es% Stri#e or more
coordinated actions ,et)een interde(endent team mem,ers%
>% 'ro#ide more direction and ,rieings )hen a crisis occ*rs% Remain ca!m and dea! )ith
the crisis in a systematic and decisi#e manner
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CONTINGENCY CHARISMATIC TRANSFORMATIONAL
8% Monitor a critica! tas5 or *nre!ia,!e (erson more c!ose!y% -etect and correct
(erormance (ro,!ems in a constr*cti#e, non?(*niti#e )ay%
@% 'ro#ide more coaching to an ine2(erienced s*,ordinate% Enco*rage the ine2(erienced
)or5er to #oca!i/e hisAher areas or im(ro#ement%
B% ;e more s*((orti#e to someone )ith a high!y stress*! tas5% The !eader sho*!d red*ce,
rather than increase stress%
4Y*5!, 6778d9
Charismatic Leadership
;eca*se charismatic !eadershi( oten re!ies *(on e2ce(tiona! s5i!!s to mo#e a gro*( o
(eo(!e d*ring a crisis, it rare!y is s*staina,!e 4Y*5!, 6778a9, I do not recommend this method o
!eadershi( or hea!th care instit*tions% A str*ct*red sty!e identiied *nder Contingency Theory,
a,o#e, is a more (!a*si,!e method o !eadershi(%
I, ho)e#er, an organi/ation inds it is *nder the in!*ence o a charismatic !eader, it )o*!d
,e )ise to ro*tini/e the charisma% Ro*tini/ation o charisma in#o!#es ass*ring that the (rinci(!es
o the charismatic !eader carry on ater the !eader has gone% This can ,e done ,y anointing a
s*ccessor, create an administrati#e str*ct*re that contin*es the !eader3s #ision, or em,ed the
!eader3s #ision into the c*!t*re o the organi/ation 4Y*5!, 6778,9% A!! this )or5 seems
*n(rod*cti#e%
Transformational Leadership
Y*5! 467789 artic*!ated si2 g*ide!ines or transormationa! !eaders to ins(ire o!!o)ers and
enhance their dedication to the com(any3s mission:
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CONTINGENCY CHARISMATIC TRANSFORMATIONAL
1% Artic*!ate a c!ear and a((ea!ing #ision% A c!ear #ision can gi#e the )or5 meaning
and (ro#ide a common (*r(ose%
6% E2(!ain ho) the #ision can ,e attained% There m*st ,e a con#incing !in5 ,et)een
the #ision and the attainment o the #ision%
<% Act conident and o(timistic% -emonstrate se!?conidence a,o*t the attainment o
the #ision%
=% E2(ress conidence in o!!o)ers%
>% &se dramatic, sym,o!ic actions to em(hasi/e 5ey #a!*es%
8% Lead ,y e2am(!e% Actions s(ea5 !o*der than )ords% ;e a ro!e mode!%
-etai!ed E2am(!es Meas*ring the S*ccessAFai!*re o the Im(!emented Strategies
A transactiona! !eadershi( sty!e )or5s #ery )e!!% An e2am(!e (*!!ed rom my !ie in#o!#es
my da*ghter3s cancer% Ce !i#ed at the Rona!d Mc-ona!d Ho*se or nine months% For a
*ndraiser, the CEO o Rona!d Mc-ona!d ho*se as5ed *s to do a #ideo% The #ideo )as (resented
at the *ndraiser, ,*t it has ,een sho)n at many meetings% Most )ho )atch the #ideo ,ecome
teary?eyed% It *ses dramatic, ,*t necessary (ict*res o my da*ghter d*ring her treatment% It
sho)ed her !o)ing ,ea*ti*! hair )hi!e she danced e!o+*ent!y, short!y o!!o)ed ,y her ,a!d head
and chemo?ra#aged ,ody, s*ering thro*gh treatment% It )as an eecti#e reminder o the Rona!d
Mc-ona!d ho*se mission% Em(!oyees to!d *s that it he!(ed ins(ire them to 5no) that )hat they
are doing is #ita!!y im(ortant% They 5ne) that i they did their Do,, many chi!dren )o*!d ha#e
more ho(e and !i#es co*!d ,e sa#ed% There )as a ,right and c!ear !in5 ,et)een their )or5 and
creating ha((iness% The #ideo, )hich s)e(t the 'hi!!y A)ards in its category, can ,e #ie)ed at
htt(:AArmhc5c%orgAreadyAI//ysStory%htm or htt(:AA)))%yo*t*,e%comA)atchE#F$)BeOO&ag#s%
It is hard to thin5 o something more re)arding than sa#ing a chi!d3s !ie% That goa! is
eecti#e or so many (*r(oses% It *niies and (romotes e2ce!!ence%
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CONTINGENCY CHARISMATIC TRANSFORMATIONAL
Reerences
Y*5!, G% 46778a9% Charismatic and Transormationa! Leadershi(% In Leadership in Organizations
48th ed%, ((% 6=G9: 'rentice Ha!! &((er Sadd!e Ri#er, N.%
Y*5!, G% 46778,9% Charismatic and Transormationa! Leadershi(% In Leadership in Organizations
48th ed%, ((% 6>@?6>B9: 'rentice Ha!! &((er Sadd!e Ri#er, N.%
Y*5!, G% 46778c9% Ear!y Contingency Theories o Eecti#e Leadershi(% In Leadership in
Organizations 48th ed%, ((% 61=?61>9: 'rentice Ha!! &((er Sadd!e Ri#er, N.%
Y*5!, G% 46778d9% Ear!y Contingency Theories o Eecti#e Leadershi(% In Leadership in
Organizations 48th ed%, ((% 6=7?6=<9: 'rentice Ha!! &((er Sadd!e Ri#er, N.%
>