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1. FIDLERS CONTINGENCY MODEL
TO
LEADERSHIP
Principle of Management (MGT1113)
submitted By :
Md Masud Ansare
ID:2016010000079
Batch : 42

2. INTRODUCTION
Fidlers contingency theory shows
relationship between the leader’s
orientation style or group performance
under differing situational conditions

3. DISCRIPTION
The model was based on the premise that
a certain leadership style would be most
effective in different types of situations.
The keys were
 Define those leadership styles and the
different types of situations
 And then identify the appropriate
combinations of style and situation.

4. In order to assess leader attitude fidler
developed the LPC(Least-preferred co
-worker)scale in which leaders ask
about the person with whom they least
like to work this scale contained 18 pair
Of contrasting

5. The item in LPC scale are
 Unfriendly - Friendly
 Unpleasant - Pleasant
 Rejecting - Accepting
 Tense - Relaxed
 Cold - Warm
 Boring - Interesting
 Backbiting - Loyal
 Uncooperative - Cooperative
 Hostile - Supportive
 Guarded - Open
 Insincere - Sincere
 Unkind - Kind
 Inconsiderate - Considerate
 Untrustworthy - Trustworthy
 Gloomy - Cheerful
 Quarrelsome – Harmonious

6. Fielder’s contingency model-
Situational Favorable
Leader-member Relations
Task structure
Leaders position power

7. Fiedler’s research uncovered three contingency dimensions that
defined the key situational factors in leader effectiveness.
 Leader–member relations: the degree of confidence,
trust, and respect employee had for their leader; rated
as either good or poor.
 Task structure: the degree to which job assignments
were formalized and structured rated as either high or
low.
 Position power: the degree of influence a leader had
over activities such as hiring, firing, discipline, promotions,
and salary increases; rated as either strong or weak.

8. THE FIELDRES MODEL

9. THANK YOU