A contingency theory states that there is no single best way to lead and that the optimal leadership style depends on internal and external situational factors. Fred Fiedler proposed the contingency model which assesses a leader's style as either task-oriented or relationship-oriented using the Least Preferred Co-Worker questionnaire and matches that style to situational factors like leader-member relations, task structure, and position power to determine which style will be most effective. The model was later refined by cognitive resource theory which incorporated the role of stress, intelligence, and experience in leadership effectiveness.

1. LEADERSHIP
CONTINGENCY THEORY

2. WHAT IS CONTINGENCY ?
• a future event or circumstance which is possible but cannot be
predicted with certainty.
synonyms: eventuality, (chance)
event, incident, happening, occurrence, juncture,
possibility, accident, chance, emergency; uncertainty;
rare fortuity

3. WHY NEED CONTINGENCY THEORY

4. CONTINGENCY THEORY
A contingency theory is an organizational theory that claims that
there is no best way to organize a corporation, to lead a company, or
to make decisions. Instead, the optimal course of action is contingent
(dependent) upon the internal and external situation. A contingent
leader effectively applies their own style of leadership to the right
situation.

5. Fred Fiedler
• Born in July 1922
• business and management psychologist at the University of
Washington.
• Proposed Fiedler Contingency Model

6. Fiedler Contingency Model
• The first comprehensive contingency model for leadership
• Effective group performance depends on the proper match between
the leader’s style and the degree to which the situation gives
control to the leader.
Identifying
Leadership
Style
Defining
The
Situation
Matching
Leaders &
Situations

7. (STEP 1): Identifying Leadership Style
• Fiedler believes a key factor in Leadership success is individual’s
basic leadership style
• Created the Least Preferred Co-Worker (LPC) Questionnaire
LPC: An instrument that tells to measure whether a person is task or relationship
oriented.
• If the Low LPC score then the person is task oriented
• If the High LPC score then the person is relationship oriented

8. Least Preferred Co worker Scale:

9. Scoring
57 or less
• Low LPC
• Task Oriented
58-63
• Middle LPC
• Socio independent leaders & selfdirected
64 or above
• High LPC
• Relationship Oriented

10. (STEP 2): Defining The Situations
• Fiedler identified three contingency dimensions that defines the key
situation factors
Situation
Factors Leader Member Relation
Task Structure
Position Power

11. (STEP 3): Matching Leaders & Situations

12. Cont..
• After knowing the leadership style through LPC and defining all the
situations, we will choose the leader who will fit for the situation
• Two ways in which to improve leader effectiveness
• Change the leader to fit the situation
• Change the situation to fit the leader

13. Cognitive Resource Theory
• A theory of leadership that states that stress unfavourably effects the
situation, and intelligence and experience can lessen the influence of
stress on the leader.
• A refinement of Fiedler original model:
• Focuses on stress as the enemy of rationality and creator of unfavourable
conditions
• A leaders intelligence and experience influence his or her reaction to that stress
• Stress Levels:
• Low stress: Intellectual abilities are effective
• High stress: Leaders experience are effective

14. Conclusion
• Natural leadership style and situation in which it will be most
effective
• The model says that leaders are either task oriented or relationship
oriented
• It does not allow for leadership flexibility and the LPC score might
give an inaccurate picture of your leadership style.

15. Thank You
Any Queries ?