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Fiedler Contingency Model

Fiedler Contingency Model. Business Management 12. Contingency Model. The group performance depends on the match between the leader’s style, interaction with his/her followers and the degree to which the situation gives the leader control and influence.

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Fiedler Contingency Model

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  1. Fiedler Contingency Model Business Management 12

  2. Contingency Model • The group performance depends on the match between the leader’s style, interaction with his/her followers and the degree to which the situation gives the leader control and influence. • Least Preferred Co-Worker (LPC) Questionnaire, measures the two different leadership styles.

  3. Findings • Evaluation of three contingency variables • High control situation • Low control situation

  4. Fixed Leadership Orientation • Fixed, unchanging. • Relationship orientated leadership. • Task orientated leadership.

  5. Three Contingency Dimensions • Leader-member relations. • Task structure. • Position power

  6. Improving Effectiveness • 2 ways • Changing the type of leader to fit the situation. Ex: Bringing a task-oriented leader as a replacement. • Change the situation to fit the leader. Ex: Restructuring tasks, increase or decrease in things like promotions and disciplinary actions.

  7. Criticisms • Problems with the LPC, and the practicality of it. Unrealistic to think a leader could not change their style. • More variables needed to fill in some gaps in the model. • Variables were difficult to assess. • Effective style needs to reflect situational factors.

  8. Examples • Natural disasters, floods or fires. • Research Scientists

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