Post on 28-Nov-2014
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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.