Contingency Theory vs.Situational Theory...

Contingency Theory...
A leader's effectiveness is based on "situational contingency" which is a result of two factors: leadership style and situational favorableness.
1. Leadership Style
In order to determine whether you are a task oriented or a behavior oriented leader, there is a test called the LPC test that you can take. You score your least preferred co worker on 8 measures. What you are determines what their score turned out to be. You are the opposite of their leadership style.
2. Situational Favorableness
There is no ideal leaders. Both types of leaders can be effective but in different situations. A task oriented leader is especially effective in a crisis situation. Blue collar workers generally work better with this type of leader. Positions I feel need a task oriented leader: fireman, policeman, surgeon, politician. A behavior oriented leader is especially effective where leader member relations are good. It fits well with Research Scientist. They like the freedom to do as they please and appreciate their leaders trust in their abilities. Positions I feel need a behavior oriented leader: teachers, scientists, technology workers, actors.

Situational Leadership Theory...
Developing management style is an ongoing process. This style not only has to fit the employee's personality but it also has to fit the department and how the work must get done. To be a successful leader, the leader must not only exert the leadership style that comes naturally but also uses the styles that fit the current situation. There are four basic leadership style behaviors...
1. high task - low relationship (telling). Examples: teacher to students

2. high task - high relationship (selling). Examples: sales manager to a sales coordinator

3. low task - high relationship (participating). Examples: principle to teacher

4. low task - low relationship (delegating). Examples: school advisor to student

Task behavior is the extent to where the leader tells the subordinate what to do. Relationship behavior is the extent to where there is two way communications on what is the most effective path to take in order to get the job done. The most effective style depends on what the readiness of the employees is. The manger must adapt to this in order to have an effective team. There are two components to readiness.
a. ability - knowledge, experience and skill the employee has in order to get the task done.
b. willingness - the extent to which the employee has confidence, commitment and motivation to the specific task

What the two have in common: both put a strong emphasis toward the leader adapting to a certain situation. They both agree in that the leader must exert his naturally ability in leading his team but also take in consideration the situation. They both also say that evaluating your employees personality and where they are at in their career is important.
What the two don't have in common: where they differ is in what situations to take into account. contingency theory says to take the external situation into account when leading the employees and situational says to take into account the internal situation of the employees.