Contingency theory proposes that leadership effectiveness depends on how well a leader's style fits the context. It identifies leadership styles as task-motivated or relationship-motivated and situational variables as leader-member relations, task structure, and position power. Research found that task-motivated leaders are most effective in highly favorable situations while relationship-motivated leaders work best in moderately favorable situations. The theory can predict leadership effectiveness by assessing the leader's style and situational variables.

1. Contingency Theory Approach Leadership Theory and Practice, 3/e Peter G. Northouse, Ph.D. William Kritsonis, PhD Presenter

6. Contingency Model Good 1 Poor High Structure High Structure Low Structure Low Structure Strong Power Weak Power Strong Power Weak Power Strong Power Weak Power Strong Power Weak Power Leader- Member Relations Task Structure Position Power Preferred Leadership Style 2 3 4 5 6 7 8 Low LPCs Middle LPCs High LPCs Low LPCs