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In logic, contingency is the feature of a statement making it neither necessary nor impossible. [1] [2] Contingency is a fundamental concept of modal logic. Modal logic concerns the manner, or mode, in which statements are true. Contingency is one of three basic modes alongside necessity and possibility.
The contingency theory is also beneficial as it widened our understanding of leadership, by persuading individuals to consider the various impacts of situations on leaders. Another strength of the contingency theory is its predictive nature that provides an understanding to the types of leaders that will be most effective in specific situations.
Contingency theory of leadership In the contingency theory of leadership, the success of the leader is a function of various factors in the form of subordinate, task, and/ or group variables. The following theories stress using different styles of leadership appropriate to the needs created by different organizational situations.
What exactly al-Farabi posited on the question of future contingents is contentious. Nicholas Rescher argues that al-Farabi's position is that the truth value of future contingents is already distributed in an "indefinite way", whereas Fritz Zimmerman argues that al-Farabi endorsed Aristotle's solution that the truth value of future contingents has not been distributed yet. [3]
Contingency or Contingent may refer to: Contingency (philosophy), in philosophy and logic; Contingency plan, in planning; Contingency (electrical grid), in electrical grid engineering; Contingency table, in statistics; Contingency theory, in organizational theory; Contingency (evolutionary biology) Contingency management, in medicine ...
Management and business leadership as a profession arose during the industrial revolution with the advent of businesses much too large to be managed by a single entrepreneur. [1] With this profession a formal interest developed in labor relations, motivation of a work force, and efficiency in production.
Fiedler's contingency model is a dynamic model where the personal characteristics and motivation of the leader are said to interact with the current situation that the group faces. Thus, the contingency model marks a shift away from the tendency to attribute leadership effectiveness to personality alone. [5]
A posteriori necessity existing would make the distinction between a prioricity, analyticity, and necessity harder to discern because they were previously thought to be largely separated from the a posteriori, the synthetic, and the contingent. [3] (a) P is a priori iff P is necessary. (b) P is a posteriori iff P is contingent.