Question

In Fielder's Contingency Theory of leadership, which one of these is not something that is done to change unfavorable situations?

Improving relations between the leader and the team (e.g. by building trust)

Changing aspects of the task (e.g. breaking a project down into more manageable pieces, providing more resources for the team.

Increasing or decreasing the leader's exercise of power (e.g. to increase team involvement in and ownership of ideas, to decrease harmful conflict or resistance to change)

Telling the employees what to do when they are not yet motivated or competent.

Answer 1

In Fielder's Contingency Theory, telling unmotivated or incompetent employees what to do is not a method used to change unfavorable situations. Instead, the theory advises adjusting leadership style to the situation and addressing the team dynamics and task structure.

Step-by-step explanation:

In Fielder's Contingency Theory of leadership, telling the employees what to do when they are not yet motivated or competent is not something that is done to change unfavorable situations. Instead, the theory emphasizes tailoring leadership style to the situation and the subordinate's needs. The options that actually are part of changing unfavorable situations include improving relations between the leader and the team, such as building trust, changing aspects of the task like breaking a project down into more manageable pieces or providing more resources, and adjusting the leader's exercise of power, either by increasing or decreasing it to enhance team involvement or reduce conflict.