Fiedlers Contigency Model


Published on

Published in: Sports, Automotive
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Fiedlers Contigency Model

  1. 1. Fiedler's Contigency Model
  2. 2. What Is Leadership? Leadership The ability to influence a group toward the achievement of goals
  3. 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.
  4. 4. 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.
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. 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
  9. 9. 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.