3. Contingency theories
of leadership
Some contingency theories:
Fiedler contingency model,
Cognitive resource theory,
Hersey and Blanchard’s situational theory,
Leader-member exchange theory,
Path-goal theory.
4. Fiedler model (Fred Fiedler)
One of the main assumptions of this model is that
every leader has a basic leadership style, which is
fixed.
According to this model, effective group performance
depends on the proper match between the leader’s
style and the degree to which the situation gives
control to the leader.
Fiedler also proposed three key situational factors.
5. Three key situational factors
Leader-member relations: the extent to which
confidence, trust, and respect members have in their
leader (good or poor).
Task structure: the extent to which the job
assignment is procedurised (structured or
unstructured) and there are standard operating
procedures (high or low).
Position power: the extent to which a leader has
the power of influencing the processes of hiring,
firing, discipline, promotions, and salary increase
(strong or weak).
6. Matching leaders and situations
According to the results of his research,
Fiedler proposed that:
Task-oriented leaders perform best in
situations of high and low control. However,
relationship-oriented leaders perform best in
moderate control situations.
7. Limitations
Recent research has shown that leaders’
styles may not be fixed.
There is little theoretical explanation for the
results of Fiedler’s study.
The three category-version of the theory has
more evidence than the eight category-
version of it.
8. Hersey and Blanchard’s situational
leadership theory
The main assumption of this theory is that it is the
followers who accept or reject the leader.
According to this theory, effective group
performance depends on the proper match between
a leader’s style and the followers’ readiness.
Readiness refers to the extent to which followers
have the ability and willingness to accomplish a
specific tasks.
9. Predictions of this theory
If a follower is unable and unwilling, giving clear and
specific directions is the most effective style of
leadership.
If a follower is unable and willing, being highly task-
oriented and highly relationship-oriented is the most
effective style of leadership.
If a follower is able and unwilling, being supportive and
participative is the most effective style of leadership.
If a follower is able and willing, the leader does not need
to do much (laissez-faire).
10. Main advantage and limitation
The main advantage of this theory is to take
into account the roles of followers’ abilities
and willingness in predicting leadership
effectiveness.
Few studies have empirically supported this
theory.
