Fiedler's contingency theory shows how a leader's orientation (task-focused or relationship-focused) impacts group performance under different situational conditions. The theory assesses the leader's orientation using the Least Preferred Co-worker scale, evaluates three factors of situational favorability, and determines which leader orientation is most effective for low, moderate, or high control situations. Specifically, it found that task-oriented leaders performed better in low and moderate control situations while relationship-oriented leaders performed better in moderate control situations.

1. CONTINGENCY MANAGEMENT OF
LEADERSHIP – FRED FIEDLER

2. Fiedler‟s Contingency Theory shows the relationship between
the leader‟s orientation or style and group performance under
differing situational conditions.
The theory is based on determining the
orientation of the leader (relationship or task), the elements of
the situation (leader-member relations, task structure, and
leader position power), and the leader orientation that was
found to be most effective as the situation changed from low
to moderate to high control.
Fiedler found that task oriented leaders were
more effective in low and moderate control situations and
relationship oriented managers were more effective in
moderate control situations.

3. FIEDLER’S CONTINGENCY MODEL
“This theory attempts to predict how style of
leadership, leader member relations, the power vested in the
position of leader, and the structure of the job or task
harmonize to determine the leader‟s ability to achieve
productive output”. (McKenna, 1994).
According to this model , if an organization
attempts to achieve group effectiveness through leadership,
then there is a need to assess the leader according to an
underlying trait, assess the situation faced by the leader, and
construct a proper match between the two.

4. Fiedler’s model assumes that group
performance depends on –
Leadership style, described in terms of task
motivation and relationship motivation.
Situational favourableness , 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. LEADER’S TRAIT
In order to assess the attitudes of the leader, Fiedler
developed the „least preferred co-worker‟ (LPC) scale in
which the leaders are asked about the person with whom
they least like to work. The scale is a questionnaire
consisting of 16 items used to reflect a leader‟s underlying
disposition toward others.

6. The items in the LPC scale are
1. pleasant / unpleasant
2.friendly / unfriendly
3. rejecting / accepting
4. unenthusiastic / enthusiastic
5. tense / relaxed
6. cold / warm
7.helpful / frustrating
8.cooperative / uncooperative
9.supportive / hostile
10.quarrelsome / harmonious
11. efficient / inefficient
12. gloomy / cheerful
13. distant / close
14.boring / interesting
15.self-assured / hesitant
16.open / guarded.
Each item in the scale is given a single ranking of between one and eight points,
with eight points indicating the most favorable rating

8. THANK YOU !!
presented by –
Kirti Choukikar
12040141020