1. Fiedler’s theory of leadership
 Fiedler’s theory is an elaborate situational theories in leadership Literature
 Fiedler is probably the first researcher who recognized the need for a broader explanation of
leadership phenomena anchored on situational variables
 Fiedler's contingency theory is one of the contingency theories that states that effective
leadership depends not only on the style of leading but on the control over a situation.
 Fiedler’s model is called a ‘contingency’ model because the leade r’s effectiveness is partially
contingent upon three major situational variables
o Leader member relations
o Task Structure
o Leader’s Position Power
 Fiedler also created the least preferred co-worker (LPC) scale, where a leader is asked what
traits can be ascribed to the co-worker that the leader likes the least
Example:

2. Situational Parameters
a) Leader member relations
 It refers to the degree of confidence, trust and respect followers have in the leader
 It indicates the degree to which group members like the leader and are willing to accept the
leader’s behavior, as an influence on them
 If followers are willing to follow because `of charisma, expertise, competence or mutual
respect, the leader has little need to depend on task structure or position power
b) Task Structure
 It measures the extent to which the task performed by subordinates in routine or non-routine.
 Task structure refers to the degree to which the task requirements are clearly defined the
correctness of a decision can be easily Verified and there are alternative solutions to task
problems
 In other words task structure refers to how routine and predictable the work group’s task is
c) Leader’s Position Power
 The most obvious manner in which the leader secures power is by accepting and performi ng the
leadership role.
 Position power in the contingency model refers to the power inherent in the leader’s
organizational position
 It refers to the degree to which the leader at his disposal various rewards and sanctions, his
authority over group’s members and the degree to which this authority Is supported by the
organization
Thus, on the high and low categories of these situational variable, fiedlers developed eight
possible combination ranging from highly favorable to unfavorable situation as ment ioned in
figure

3. Leader Orientation
Relationship Orientated: (LPC score of 73 and above)
Generally, high LPC leaders are more concerned with personal relations, more sensitive to the
feelings of others, and better off at heading off conflict. They use their good relations with the
group to get the job done. They are better able to deal with the complex issues in making
decisions.
 In high control situations, they tend to become bored and are no longer challenged. They may
seek approval from their superiors ignoring their subordinates, or they may try to reorganize the
task. As a result, they often become inconsiderate toward their subordinates, more punishing,
and more concerned with performance of the task.
 In moderate control situations, they focus on group relations. They reduce the anxiety and
tension of group members, and thus reduce conflict. They handle creative decision making
groups well. They see this situation as challenging and interesting and perform well in it.
 In low control situations, they become absorbed in obtaining group support often at the
expense of the task. Under extremely stressful situations, they may also withdraw from the
leadership role, failing to direct the group’s work.
Task Oriented: (LPC score of 64 and below)
Generally, low LPC leaders are more concerned with the task, and less dependent on group support.
They tend to be eager and impatient to get on with the work. They quickly organize the job and have a
no-nonsense attitude about getting the work done.
 In moderate control situations, they tend to be anxious and less effective. This situation is often
characterized by group conflict, which low LPC leaders do not like to handle. They become
absorbed in the task and pay little attention to personal relations in the group. They tend to be
insensitive to the feelings of their group members, and the group resents the lack of concern
 In high control situations, they tend to relax and to develop pleasant relations with
subordinates. They are easy to get along with. As the work gets done, they do not interfere with
the group or expect interference from their superiors.
 In low control situations, they devote themselves to their challenging task. They organize and
drive the group to task completion. They also tend to control the group tightly and maintain
strict discipline. Group members often respect low LPC leaders for enabling them to reach the
group’s goals in difficult situations.

4. Verdict:
A favorable situation is where the leader member relations are good, the task is highl y
structured and the leader has enormous power to exert influence on the subordinates. When
the situation is highly favorable or highly unfavorable , a task oriented style produces the
desired performance.