SharinaH Learns I Personal Learning Journal

Class 3-Reflection

Course NameDYNAMICS OF LEADERSHIP
Course CodeUHPS6013-51
Lecturer and FacultyDr. Roslizam bin Hassan, Faculty of Educational Sciences and Technology
Student NameSharina binti Hashim
Student Matric NumberMHL254004

Summary & Reflection for: ODL Synchronous Class 3 (20 November 2025)

CONTINGENCY LEADERSHIP

Based on the initial presentation schedule, there were 2 topics that would be presented during this class. But as a Malay proverb pointed out “Kita hanya merancang…Tuhan (Allah s.w.t) yang menentukan”, only one of our course mates was able to present her topic, namely Ms. Afea Yussuf (Afea), on Contingency Leadership.

Afea sparked my thinking on this topic by first posing the question of whether one style of leadership fits all occasions. Based on the topics that have been presented in the previous classes as well as based on my own experience, the probable answer to this question is a ‘No’.

To add on this, it is highly likely that different situations and circumstances would require a different style of leadership to bring about positive and successful outcomes. True enough, as shared by Afea, there are 3 key leadership theories that demonstrate this as below.

  1. Fieldler’s Contingency Model. I learnt that this model proposes that the leadership style is contingent upon the focus, namely on whether it is on the tasks at hand or, on the relationship between the leader and follower(s). To be an effective leader, their leadership style must fit the situation (Cherry, K, 2024). What added to this was when Afea linked this model to leadership theories that our class had learnt about in a previous class i.e on Theory X and Theory Y.
  • Hersey-Blanchard Situational Leadership. I learnt that this model focuses instead on the type of followers that a person is leading. In short, this theory postulates that the best leadership style depends on how ready (in terms of commitment) and capable (in terms of competence) the follower is (Investopedia, n.d).
  • Path-Goal Theory. I learnt that this theory presents a different perspective on contingency leadership in that the leader selects the leadership style to leverage on depending on the needs of the followers. Further reading enhances my understanding of this theory in that it represents a more modern approach to leadership; the approach shifts from “how do I control people” to “how can I help people succeed?” Based on this theory, effective leaders provide their followers a clear path to follow and removes challenges and obstacles towards achieving the goals.

In reflecting on Contingency Leadership Theory overall, I recall the time when I was working in the human resources function in one of the banking groups in Malaysia. It was the late 1990s leading up to 1 January 2000 and governments, businesses and organisations worldwide were preparing for and managing the Year 2000 (Y2K) potential computer problem.

During this transition period, and like all financial entities at that time, the bank had set up a round-the-clock Command Centre comprising representatives from key areas of the bank. The Command Centre was tasked to oversee the transition of the banking processes and systems as the world updated their calendars from Year 1999 to Year 2000. I was also called upon to be a part of this command centre as a representative from human resources. The command centre was co-led by the Head of Information Technology Department (IT) together with the Head of Banking Services who then reported to the banking group’s top management.

What I still remember is how the Head of IT had adapted his leadership style while leading the centre. As I had interacted quite frequently with him before on people matters, I was familiar with his laid-back, participative style of leading that probably suited the ‘business-as-usual’ mode. However, as the co-lead of the Command centre, I saw a different side of him in that he had displayed a more authoritative and decisive approach, while still being affable. I understood then and now that the focus was ensuring key tasks of the command centre was carried out expediently. Given the potential disruption to critical banking systems and processes during the transition to the millennium (Y2K), a decisive leadership approach was required in his role at the Command Centre.

References:

  1. Kendra Cherry. (2024). The Fiedler Contingency Model: Matching Leadership Style to the Situation. Verywell Mind.
  2. Investopedia. (n.d.). The Situational Leadership Model: How It Works.
  3. Indeed Career Guide. (2025). The Path Goal Theory of Leadership: Meaning and Strategies. Retrieved from https://www.indeed.com/career-advice/career-development/path-goal-theory