Fielders Model
Fiedler’s Contingency Theory
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.
Increasing effectiveness of the leader
Relationship Oriented
Correlations between the leader’s orientation and the leader’s effectiveness Task Oriented
Increasing effectiveness of the leader Increasing favorableness to leader
Leader-member relations Task structure Leader position power Structured
Good Unstructured Structured
Poor Unstructured
Strong Weak Strong Weak Strong Weak Strong Weak
High control situation
Moderate control situation
Low control situation
Contingency Theory Definitions
Situational Elements
Leader-member relations: The regard with which the leader and the group members hold one another determines, in part, the ability of the leader to influence the group and the conditions under which he or she can do so. A leader who is accepted by the group members is in a more favorable situation than one who is not. Task structure: Factors that determine task structure are 1.) can a decision be demonstrated as correct, 2.) are the requirements of the task understood by everyone, 3.) is there more than one way to accomplish the task, and 4.) is there more than one correct solution. If the group’s task is unstructured, and if the leader is no more knowledgeable that the group about how to accomplish the task, the situation is unfavorable. Leader
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.
Increasing effectiveness of the leader
Relationship Oriented
Correlations between the leader’s orientation and the leader’s effectiveness Task Oriented
Increasing effectiveness of the leader Increasing favorableness to leader
Leader-member relations Task structure Leader position power Structured
Good Unstructured Structured
Poor Unstructured
Strong Weak Strong Weak Strong Weak Strong Weak
High control situation
Moderate control situation
Low control situation
Contingency Theory Definitions
Situational Elements
Leader-member relations: The regard with which the leader and the group members hold one another determines, in part, the ability of the leader to influence the group and the conditions under which he or she can do so. A leader who is accepted by the group members is in a more favorable situation than one who is not. Task structure: Factors that determine task structure are 1.) can a decision be demonstrated as correct, 2.) are the requirements of the task understood by everyone, 3.) is there more than one way to accomplish the task, and 4.) is there more than one correct solution. If the group’s task is unstructured, and if the leader is no more knowledgeable that the group about how to accomplish the task, the situation is unfavorable. Leader