Fiedler's Contingency Model proposes that a leader's effectiveness depends on the interaction between their leadership style (measured by the LPC questionnaire as either task-oriented or relationship-oriented) and the favorability of the situation, which is determined by leader-member relations, task structure, and position power. The model suggests that task-oriented leaders perform best in very favorable or very unfavorable situations, while relationship-oriented leaders are most effective in moderately favorable situations. Rather than changing their style, leaders are advised to alter the situation to increase their effectiveness according to the model.

1. Fiedler's Contigency Model

2. What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals

3. Fiedler Model: The Leader
Assumption: Leader’s style is fixed and can be
measured by the least preferred co-worker (LPC)
questionnaire.
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.

5. 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.

6. 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

7. 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

8. Findings of the Fiedler Model
Good
Task-Oriented
Performance
Relationship
-Oriented
Poor
Favorable Moderate Unfavorable
• Category I II III IV V VI VII VIII
• Leader-Member Good Good Good Good Poor Poor Poor Poor
Relations
• Task Structure High High Low Low High High Low Low
• Position Power Strong Weak Strong Weak Strong Weak Strong Weak

9. Representation of Fiedler’s Contingency
14-5
Figure 14-1
Model
Situational High Control Moderate Low Control
Control Situations Control Situations Situations
Leader-member Good Good Good Good Poor Poor Poor Poor
relations
Task Structure High High High Low High High Low Low
Position Power Strong Weak Strong Weak Strong Strong Strong Weak
Situation I II III IV V VI VII VIII
Optimal
Leadership Task Motivated Relationship Task Motivated
Style Leadership Motivated Leadership
Leadership

11. 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.