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The leader
(trait, style, behavior,
vision, charisma)
The task
(from holistic to
reductionism,
needing discretion or
The led (follower) direction)
(motivations, readiness,
attitudes)
The organization
(structural, political, moral purpose)

3. Contingency theory of leadership assumes that
there is no one best way to lead. Effective
leadership depends on the leader’s and
follower’s characteristics as well as other
factors in the leadership situation.
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4.  Fielder Contingency Model
 House Path Goal Contingency Model
 Vroom-Yetten’s Contingency Model
 Hersey-Blanchard Situational Contingency Model
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5.  The Fiedler Contingency Model was created in
the mid-1960s by Fred Fiedler, a scientist who
studied the personality and characteristics of
leaders.
 The model states that there is no one best style
of leadership. Instead, a leader's effectiveness is
based on the situation. This is the result of two
factors – "leadership style" and "situational
favorableness" (later called "situational
control").
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6.  Identifying leadership style is
the first step in using the
model.
 Fiedler believed that leadership
style is fixed, and can be
measured using Least-
Preferred Co-Worker (LPC)
Scale.
 The scale asks you to think
about the person who you've
least enjoyed working with (at
job, training etc)
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7.  You then rate how you feel
about this person for each
factor, and add up your
scores.
 If your total score is high,
you're likely to be a
relationship-orientated leader.
 If your total score is low,
you're more likely to be task-orientated
leader.
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8. Task-oriented style Relationships-oriented Task-oriented style
considerate style
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Favorable leadership
situation
Situation intermediate
in favorable lenses for
leader
Unfavorable leadership
situation

9. Leader’s Motivational Situational Favorableness Outcome
System
Major variables 1. Leader-Member
In Fiedler’s Relationships
Contingency Leadership Style 2. Task Structure Effectiveness
Theory 3. Leader’s Position
Power
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10. Leader’s LPC Group performance
Leader-member relations
Leader position power
Task structure

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13. Situational variables (1) Organizational (4)
effectiveness
Leader behavior(3)
Personal attributes(2) Situational variables(1a)
Is there a Do I have Is the Is acceptance Do subordinates Is conflict
quality re- sufficient problem of decision share the organ- among subor-quirement
such information structured? by subordinates izational goal dinates likely
that one solu- to make a critical to to be obtained in preferred
tion is likely high quality effective im- in solving this solutions?
to be more decision? plementation? problem?
rational than
another?
A B C D E F
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14.  This model is used to select the leadership style
appropriate to the situation to maximize both
performance and job satisfaction. Based on goal
setting and expectancy theory.
 Clairify the follower’s path to the rewards that
are availble
 Increase rewards the follower values and desires

15. Environmental contingency factors
•Task structure
•Formal authority system
•Work group
Outcomes
•Performance
•Satisfaction
Leader Behavior
•Directive
•Supportive
•Participative
•Achievement oriented
Subordinate contingency
factors
•Locus of control
•Experience
•Perceived ability

16. Task Behavior:The extent to which the leader engages in defining roles is
telling what, how, when, where, and if more than one person who is to
do what in:
• Goal-setting
• Organizing
• Establishing time lines
• Directing
• Controlling
Relationship Behavior: The extent to which a leader engages in two-way
(multi-way) communication, listening, facilitating behaviors, and
providing socioemotional support
• Giving support
• Communicating
• Facilitating interactions
• Active listening
• Providing feedback
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17. Decision Styles
1. Leader-made decision
2. Leader-made decision with Dialogue and/or
Explanation
3. Leader/follower made decision or follower-made
decision with encouragement from
leader
4. Follower-made decision
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18. Ability: has the necessary knowledge, experience, and skill
Willingness: has the necessary confidence, commitment, motivation
FOLLOWER READINESS High Moderate Low
R4 R3 R2 R1
Able and Able but Unable but Unable and
Willing Unwilling Willing Unwilling
or Confident or Insecure or Confident or Insecure
FOLLOWER DIRECTED LEADER DIRECTED
LEADER ATTITUDE S1 S2 S3 S4
Telling Selling Participating Delegating
Guiding Explaining Encouraging Observing
Directing Clarifying Collaborating Monitoring
Establishing Persuading Committing Fulfilling
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