 वल्कम यूँ in the course of leadership, emotional intelligence, and the see-and-making. This is module number 4, and we are going to talk about the situational and contingency approach of leadership. जब हम situational and contingency approach of leadership की बात करते है, तो obviously we are trying के वो deficiencies जो हमें trade theories में मिली या behavioral models में मिली उनको हम over come कर सकें. जो छाम शल कोब अगर तौँवागर नद वो से अगर मैं अवगर से आप भी लीडरे लिए है, तो वे कफंवड़ वो तौध दर शलन करते हैं उलिए थे। तत � can discuss is related to Herces Blankard Situation Leadership Model and the fourth main aspect, jis me ham contingency theory ko involve karenge that is Path Goal Theory. In tamam models ke andar, jo basic assumptions hamare saam ne aayi, wo ye thi ke Fiedler said that leaders style is fixed. Leaders ka style situation wise tabdeel nahi hoga ya leaders apne style ko tabdeel nahi kar payaega. jis ke baraks jo dosirath tamam advocates the of leadership theory, ono ne kaha ke leaders style can and should be changed based upon the importance of the situation. Ab ham in tamam models ko in-depth wo study karte hain. sab se pehle Fiedler model dekhye, Fiedler perspective me it is said that the leaders style is fixed. ya leader task oriented hoga ya leader relationship oriented hoga aur usne leader ke style ko associate kya with the situational favorableness ke ek particular situation me ek particular style ka leader wo kis taraha se perform karta hain that is the main concern of the Fiedler's model. Ab situation ko elaborate karne ke liye there were three variables taken by the Fiedler and those are leader member relation ke followers aur leaders ke darmean tal lo kaisa hain the second aspect of the situation is task structure and the third aspect of the situation is the position power. ke ek leader ke pas kya takat hain ke wo hain po wo logon ko kaisa higher aur fire kar sakta hain wo hain po wo logon ko kaisa influence kar sakta hain. The key assumption in the Fiedler's model is basically that leader must fit situation and options to accomplish this jose ke pas hongi number one either we have to select the leader to fit the situation or number two either we have to change the situation to fit the leader because jo basic isme is option hain wo ye thi ke leader apne style ko change nahin kar sakta therefore hain me situation aur leader ko apas me ek muthaapkat me khut se laana padega. ab agar hain situation ke variables hain wo elaborate karne to the first one is leader member relations and when we talk about leader member relations it is said that the degree of confidence, trust and respect subordinates have in their leader so wo tal look jis tal look ke tahe followers aur leaders apas me mojood hain apas me trust ke relationship me mojood hain so that is what he called leader member relation. The second is task structure aur jab hum task structure ki baat karte hain it means the degree to which the job assignments are procedurized ki hum ne ek task ko kithna formal develop kiya hain hum ne ek task me rules regulations kithne bestar toh pr define kiye hain aur wo kis kadar accurately loogon ke saath shared hain aur jab hum baat karte hain position power ki to position power me it is said that influence drive from one's formal structural position in the organization which includes power to higher fire discipline promote and give salary increases to uske pass to taakat hain uske pass to empowerment hain usse empowerment ko wo kaise use karta hain apne subordinates ko apne followers ko influence karne ke liye so in teen aspects ko feedler ne situation ka naam diya aur iss situation ki wo pr based ek leader ki effectiveness humare saam ne aayegi based upon ke wo task oriented hain ya relationship oriented hain jab basic findings the feedler model ki un findings me hum iss baat ko discuss karte hain ki there is a performance requirement in the organization and there are certain situations jinn situations me task oriented leader or relationship oriented leader would be doing their best now those situations are categorized in typically 8 categories in the first category of the situation it is said that the leader member relation is good task structure is high and position power is strong in the second situation it is said that the leader member relation is good task structure is high and the position power is weak likewise hum gradually in situations ko verse wo karte jaate hain yaha takke humare pass jo 8 situation aati hain that is leader member relation is poor task structure is low and the position power is weak abin 8 situations ke andar hum ye dekhenge ke aaya task oriented leader behhter perform karte hain ke relationship oriented leader wo behhter perform karte hain out of the research evidence we have found ke task oriented leader would be doing his or her best would be giving maximum performance in the extreme situations jaha per situation yaha to bohot achi ho yaha situation bohot kharaab ho wahapar task oriented leader gives the maximum outcome jiske bareks jo relationship oriented person hain wo behhter performance dega when the situation is at the moderate level and as we can see in the graph at situation number 3 and 4 for that matter jaha per humare pass leader member relation is good task structure is relatively low and the position power is getting weak aise situation me jo relationship oriented leader hain he or she is there to give the maximum performance aur ye baat zehme rakhiyeega ke fiddler ke model ke motabik leader apne style ko tabdeel nahin kar sakta jaha hume situation ke motabik leader ko badal na padega jaha hume leader ke motabik situation ko incorporate kar na padega the second theory jo hum situational perspective me dekthe hain jo contingency perspective me hum dekthe hain that is cognitive resource theory according to cognitive resource theory it is said that a theory of leadership that states that the level of stress in a situation is what impacts whether our leaders intelligence or experience will be more effective jo kisi bhi situation me jo stress hoega wo ispaat ko determine karega ke leader effective hain ye effective nahin hain ab iske hawaale se humare paas jo research support available hain that is rather very interesting and it says that less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals so ab ye cheez baza hai boht ajeeb lagti hain lakin the research is giving us the evidence ke less intelligent log high stress situation me can perform better uski wajah ye hai ke there is a concept known as analysis paralysis so sometimes more intelligent people they are fixed with analysis paralysis jiski wajah se unki jo effectiveness hai wo kamzor ho jaati hain the reason being ke wo calculations wo assumptions wo assessments wo isme giraftar ho jaate hain rather than ke wo stress ke andar sahi decision making wo kar suke hain the second research evidence is rather more interesting and it says that less experienced people perform better in leadership roles under low stress than do more experienced people ab yaha par hamne do main major comparisons dekhhe in terms of experience and in terms of intelligence and the research is giving us the clue ke kis situation me koon behtar perform wo kar sukega the next concept we need to talk about is basically coming from harse and blankard situational model and harse and blankard are basically talking about the situation in terms of the followers ke situasion me jo sbse important ingredient hai that is the follower so unno ne ye kaha ke better leadership uswakat ham discuss karenge when we think in terms of followers and they also said they also assume that leaders can change their behaviors based upon ke unke followers ka jo level of competency hai unki jo willingness hai wo kis kadar hai therefore jab ham followers ko as situation pick kar rahe hain to followers ke jo task maturity hai that is to be counted aur us task maturity me we need to focus upon their ability and experience and the second aspect related to the follower is basically talking about psychological maturity and the psychological maturity is concerned with willingness to take responsibility ab is poore model me jo assumption hamara saamne aai the assumption was that leaders can and should change their style to fit their followers which is basically in terms of their degree of readiness ke wo kitte willing hai wo kitte able hai uske mutabik leader ko apne style ko tabdeel wo kar na padega therefore it is possible to train leaders to better fit their style to their followers ab followers ke jo readiness hai followers ke jo willingness and ability hai uske saath ham leadership ko attach krte hain ab harsin blankard ke mutabik the more ready the followers the more willing and able the less the need of leadership is required so waha par hame shahit leader chahi hai nahi jaha par followers they are self-sufficient if they are able if they are willing we don't need a leader because leader ka waha par hone ka major maksa dhi hai ke wo logon ko develop kare unki ableness ko lekar ae aur unki willingness ko lekar ae so therefore jo jo followers ke readiness in terms of willingness and ableness wo bharti jaayi ghi hame leader ki requirement kaam hoti chali jaayi ghi and that is what is evident in this particular graphical representation in which amount of follower readiness is depicted with the coloured side and the white side is showing the leader support and supervision requirement and obviously jo jo employee ki ya follower ki readiness berd hi hai leader ki jo requirement hogi it would be gradually decreased aap leader ke jo different styles hosakthe hain according to harsin blanket situational leadership theory those styles can be either delegating participating selling or telling based upon ke waha par task behavior or relationship behavior wo kis kadar required hai aur followers ki jo readiness se wo waha par kitni available hai followers ki readiness ko bhi hame willing and able usko hame able and not willing usko hame not able but willing aur usko hame not willing and not able ki categories me divide wo kar sakte hain aur in categories ber based leader ye baat decide krta hai ke kis kisam ke behavior ke saath mujhe in logon se deal karna hai for example agar ek follower able aur unwilling hai to leader ka jo role hoga usko jo style hoga that would be supportive and participative agar ek follower willing and able hai to leader ko sirf vaha par monitor krna hai agar ek follower unwilling aur unable hai to ab leader ko vaha par directive role ke saath apna kaam wo karwana hai aur agar ek follower willing and unable hai to waha par jo hame requirement hoga leadership style ka that would be high task and relationship orientation so harsin blanket ne situation ko in terms of follower wo elaborate ki aap ab hame hain pas another theory which is coming in in relation with the contingency and situational perspective is leader member exchange theory is leader member exchange theory me leader kuch logon ko apna favorite declare kr deta hai wo declaration publically nahi hoti that is more like psychological declaration but wo kuch logon ko in group kr toar par count kr leta hai so the leader select certain followers to be in jo ke uske favorites hoonge based on competence and the compatibility or the similarity to the leader result ka nikhlega ke the subordinates who are taken up as in are the people jinn ke upar leader ki maximum tawaj jo hai and they are there with the higher performance rating less turnover and greater job satisfaction jiske baraks hamare pass jo out group ke log hain jaisak iss graph mein baazia kya jaara hai wo out group ke log onke saath leader ka tallog sirf formal relationship ka hota hai aur us formal relationship ke tahit leader unke upar utti tawaj jo wo nahi ne pata onke saath utna vak nahi beta pata netijatan the out group people they feel alien whereas the in group people they build more trust they are with high interaction with the leader and obviously onke personal compatibility onke competence onke jo association with the leader hai wo higher terms mein establish hosakti hai likewise jab ham contingency and situational leadership theories ki baat karte hain to there is another theory which is path goal theory according to this theory leader ke role mein baat shamil hai ke wo logon ko apne followers ko support kare in attaining goals second important thing in the path goal theory is that leader is there to reduce the road blocks to success ke tamam tarwa bottlenecks jo ke kamyabi ki rahe mein kawat hai leader un tamam ko doorkare aur followers ko sahi tohur par guide or train and develop kare and the third main aspect is in the path goal theory related to the leadership concerns when we talk about contingencies and situations it is said that the change behaviors to fit the situation and the situation in terms of environmental contingencies and subordinate contingencies abhis saare talukko hume graphical representation mein dekhthe hain in terms of path goal theory hamare paas jo leadership behavior hai that can be directive participative achievement oriented or supportive in behaviors par depend kar rahi hogi organisation ki performance and the stakeholder satisfaction lekin is talukko jo effect kare hi hai cheese that is environmental factors which are basically environmental contingency factors taken up as task structure ki wahapar task kitne behhter define kye gaye formal authority of the system wahapar system kaisa well established hai and the work group the second set is basically subordinate contingency factor aur subordinate contingency factor jo is relationship ko effect kare raha hai that is in terms of locus of control ke how much control they have on their fate in terms of their experience and in terms of their perceived ability so subordinate contingency factors and environmental contingency factors is relationship ko effect karte hai which is basically talking about the leadership behavior and the organizational outcome agar humi saari baat ko conclude kare hain to yeh yaad rakteega ke traits unne hume bataya ke leader ki basic qualities kya hoon ghi basic traits kya hoon ghi jab hum behavioral set ki taraf chaate hain to behaviors are telling us ke kis situation mein kon sa behavior wo required hai ya develop ho sakta hai lakin situation ko analyze karna humare liye bohot zoroori hai situation chahe ek physical demonstration ho ya situation chahe in terms of follower wo elaborate ki gjai hume yeh dekhna hai ke leader apne aap ko us situation ke mutabek kis kadar dhal sakta hai