Companies are realising that they want a leadership style that is more flexible, agile, and sensitive to context and circumstance. Contingency leadership theories facilitate the comprehension and application of leadership techniques that meet the demands of many organizational frameworks. In this paper, I will discuss why contingency leadership theories should be considered in various organizational frameworks, drawing on my experience working in a matrix organization that prioritizes situational leadership. Contingency leadership theories emphasize that leadership methods must be customized to each firm's demands, problems, and features. My global technology company has a matrix organizational structure. This structure creates a complicated web of reporting relationships between divisional and functional components and cross-functional teams. An all-encompassing leadership style would not function in this complex scenario. Instead, we use situational leadership, which is based on concepts from contingency leadership. Different teams and projects call for contingency leadership concepts throughout our matrix structure (Sahlmueller et al., 2022). Projects demand flexible leadership since they involve various stakeholders, goals, and schedules. A more directive leadership style could be required, for example, to provide precise instructions and directions on a highly technical project. Supervising creative designers may benefit more from a participative leadership style that fosters innovation