Contingency theories copy copy
McCall (1977) also challenges the underlying premise that most
contingency theories operate on, namely, that there is a single best way
for a manager to act within the context of a specific circumstance.
Managers are exposed to a huge variety of scenarios that are always
evolving, and in any given circumstance, it’s possible that multiple
distinct behavioral patterns might each be as productive. According to
McCall (1977), the contingency theories do not provide enough
guidance in the form of general principles to assist managers in
recognizing the underlying leadership requirements and choices that are
presented to them in the plethora of fragmented activities and problems
that they are faced with.