Fiedler's Contigency Model

What Is Leadership?

Leadership

The ability to influence a

group toward the

achievement of goals

Fiedler Model: The Leader

Least Preferred Co-Worker (LPC)

Questionnaire

The way in which a leader will evaluate

a co-worker who is not liked will

indicate whether the leader is task- or

relationship-oriented.

Assumption: Leader’s style is fixed and can be

measured by the least preferred co-worker (LPC)

questionnaire.

Fiedler's Contingency model

Fiedler's model assumes that group performance depends on:

Leadership style, described in terms of task motivation and relationship motivation.

Situational favorableness, determined by three factors:

1. Leader-member relations - Degree to which a leader is accepted and supported by the group members.

2. Task structure - Extent to which the task is structured and defined, with clear goals and procedures.

3. Position power -The ability of a leader to control subordinates through reward and punishment.

Four important ideas of Contingency Theory are:

1. There is no universal or one best way to manage

2. The design of an organization and its subsystems must 'fit'

with the environment

3. Effective organizations not only have a proper 'fit' with

the environment but also between its subsystems

4. The needs of an organization are better satisfied when it is

properly designed and the management style is appropriate

both to the tasks undertaken and the nature of the work

group

Contingency Variables in the Revised

Leader-Participation Model

1. Importance of the decision

2. Importance of obtaining follower commitment to the decision

3. Whether the leader has sufficient information to make a good decision

4. How well structured the problem is

5. Whether an autocratic decision would receive follower commitment

6. Whether followers “buy into” the organization’s goals

7. Whether there is likely to be conflict among followers over solution

alternatives

8. Whether followers have the necessary information to make a good decision

9. Time constraints on the leader that may limit follower involvement

10. Whether costs to bring geographically dispersed members together is

justified

11. Importance to the leader of minimizing the time it takes to make the decision

12. Importance of using participation as a tool for developing follower decision

skills

Findings of the Fiedler Model

• Category

• Leader-Member

Relations

• Task Structure

• Position Power

I

Good

High

Strong

II

Good

High

Weak

III

Good

Low

Strong

IV

Good

Low

Weak

V

Poor

High

Strong

VI

Poor

High

Weak

VII

Poor

Low

Strong

VIII

Poor

Low

Weak

Good

Poor

Pe

rfo

rma

nc

e

Relationship

-Oriented

Task-Oriented

Favorable Moderate Unfavorable

14-5

Figure 14-1

SituationalControl

High ControlSituations

Moderate Control Situations

Low ControlSituations

Leader-memberrelations

Task Structure

Position Power

Good Good Good

High High High

Strong Weak Strong

Good Poor Poor

Low High High

Weak Strong Strong

Poor Poor

Low Low

Strong Weak

Situation I II III IV V VI VII VIII

Optimal Leadership

Style

Task Motivated Leadership

Relationship Motivated Leadership

Task Motivated Leadership

Representation of Fiedler’s Contingency Model

High levels of these three factors give the most favorable situation,

low levels, the least favorable. Relationship-motivated leaders are

most effective in moderately favorable situations. Task-motivated

leaders are most effective at either end of the scale.

Fiedler suggests that it may be easier for leaders to change their

situation to achieve effectiveness, rather than change their

leadership style.