1. Fiedlers Contingency Theory K E L LY S C H M U T Z U N I V E R S I T Y O F T E X A S AT A R L I N G T O N C O L L E G E O FNURSINGI N PA R T I A L F U L F I L L M E N T O F T H E R E Q U I R E M E N T S O F N 5 3 11 N U R S I N G M A N A G E M E N T I N H E A LT H C A R ER O W E N A R . YAT E S , R N , M S N , C C R N M AY 6 , 2 0 1 2

2. Contingency Model Theory - Background Developed by Fred E. Fiedler 1964 Two key factors of this Contingency Model Leadership style Situational controlWork Group LeadershipSituationalPerformance Stylecontrol 3. Contingency Model - Leadership Style Managers leadership style is eithertask motivated ORrelationship motivated 4. Least Preferred Co-worker (LPC) Scale Rate the co-worker who you work least well with on scale of 1-8 on the following items: unfriendly or friendly untrustworthy or trustworthy hostile or supportive uncooperative or cooperative Note: The LPC scale is a 16 item scale and can befound at http://www.wiley.com/college/man/schermerhorn371939/site/sa/page03.htm 5. Contingency Model Situational Control Situational Control: 3 key factorsWork GroupPerformance Leader-Task member Structure relationshipLeadership Position power Situational Style control (Ayman, Chemers & Fiedler, 1995; Fiedler &Mahar, 1979) 6. Strengths of the Contingency Model Highlighted the situational nature ofleadership. Created the LEADER MATCH trainingprogram. Contributed to the study andapplication of leadership principles(Gibson, Ivancevich, Donnelly, & Konopaske, 2012) 7. Weaknesses of the Contingency Model Leader cannot be sensitive to tasks AND to followers at the same time. Model is weak when research is not associated with Fiedler (Gibson et al., 2012) The meaning of the variables are unclear 8. Perspective of the Contingency Model Leaders should have self-awareness of leadership style Not very many current research studies Other Situational theories have been developed 9. Usefulness in Present Day ManagementNurse leaders: can positively or negatively effect work groupperformance modify leadership actions to change situations 10. Recommendations of Use of TheoryNurse leaders can positively effect work group performance by: Improving working relationship with staff lunch breaks,socializing after work, special privileges Provide training or assistance or provide step-by-stepprocedures when working on highly structured tasks Involve staff on planning and decision making functions todecrease position power (Fiedler & Mahar, 1979) 11. ReferencesAyman, R., Chemers, M. M., & Fiedler, F. (1995) The contingency model ofleadership effectiveness: Its levels of analysis. Leadership Quarterly, 6(2), 147-167. doi:10.1016/1048-9843(95)90032-2Fiedler, F. E and Chemers, M. M. (1984). Improving leadership effectiveness: The leader match concept, ed. 2 New York: John Wiley & sons. Retrieved from http://www.wiley.com/legacy/college/cgi-bin/preferred_coworker.cgiFiedler, F. E., & Mahar, L. (1979). A field experiment validating contingency model leadership training. Journal of Applied Psychology, 64(3) 247-254. doi:10.1037/0021-9010.64.3.247Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2012).Organization: Behavior, structure and processes. 14th ed. Boston, MA: IrwinMcGraw.