A contingent leader will be more successful in planning the events of the organisation in a way which is more appropriate with reality and closer to certainty. However, if a contingent leader is able to guide the organisation through difficult times, it is not sure whether that was the only option, but in contrast, some organisations are better placed in situations which look broadly impossible for most. For example, for a leader in the financial advisory group, the time when all others are facing the recession may be the best time for growing and gathering more clients and register profits. This is more phenomenal and the contingent leader who is only probably focused on taking the organisation through the tough times may have missed the opportunity to grow. Thus, the contingent leader is an important requirement for leaders, but being only stuck on specific characteristics will probably make the leader miss the opportunity in adversity.
Yukl and Mahsud (2010) suggest that it is very much essential for leaders to be flexible and adaptable to new situations and circumstances so as to be ready for all possible eventualities for the organisation. After all, all kinds of actions are not always based on specific theories, but many actions of a leader are intuitive and spontaneous which has no mention in any of the theories. Thus, it is more important to be open about the present, accept the reality, and makes one ready for all events and make necessary adjustments where required. Here the leader must be willing to make the followers or the team as well undertake changes and adjustments. Thus, a leader who is always one with the reality understands the basics and makes ethical and moral decisions may possibly have the least number of misjudgements.