The Fiedler Contingency Model Al Dunlap
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").
Fiedler created the least preferred co-worker (LPC) scale, where a leader is asked what traits can be ascribed to the co-worker that the leader likes the least. The model says that task-oriented leaders usually view their LPCs more negatively, resulting in a lower score. Fiedler called these low LPC-leaders. He said that low LPCs are very effective at completing tasks. They're quick to organize a group to get tasks and projects done. Relationship-building is a low priority.However, relationship-oriented leaders usually view their LPCs more positively, giving them a higher score. These are high-LPC leaders. High LPCs focus more on personal connections, and they're good at avoiding and managing conflict. They're better able to make complex decisions.
As we go through the story of Al Dunlap, we known that Al Dunlap is categorized in low LCPs. Subordinates would felt tension by his style of leading. For instance, he forced employee to meet goals by pressurized even though employee knows that is unobtainable. Employee had to work impossible long hour to him as well.Working for Dunlap was described as an exercise in misery. His ability to instill fear into his executive team, and the rank and file of the organization, ensured no one had the courage to defy him.
Beside that, Al Dunlap was mean, ill-tempered and arrogant. Employee had to enduring his taunt and bullying behavior. Thurs, he was violent as well. he would throw papers and furniture, bang his hands on the desk, and shout so ferociously. Futhermore, He was a master at using coercive power by forcing people to bend to
Fiedler created the least preferred co-worker (LPC) scale, where a leader is asked what traits can be ascribed to the co-worker that the leader likes the least. The model says that task-oriented leaders usually view their LPCs more negatively, resulting in a lower score. Fiedler called these low LPC-leaders. He said that low LPCs are very effective at completing tasks. They're quick to organize a group to get tasks and projects done. Relationship-building is a low priority.However, relationship-oriented leaders usually view their LPCs more positively, giving them a higher score. These are high-LPC leaders. High LPCs focus more on personal connections, and they're good at avoiding and managing conflict. They're better able to make complex decisions.
As we go through the story of Al Dunlap, we known that Al Dunlap is categorized in low LCPs. Subordinates would felt tension by his style of leading. For instance, he forced employee to meet goals by pressurized even though employee knows that is unobtainable. Employee had to work impossible long hour to him as well.Working for Dunlap was described as an exercise in misery. His ability to instill fear into his executive team, and the rank and file of the organization, ensured no one had the courage to defy him.
Beside that, Al Dunlap was mean, ill-tempered and arrogant. Employee had to enduring his taunt and bullying behavior. Thurs, he was violent as well. he would throw papers and furniture, bang his hands on the desk, and shout so ferociously. Futhermore, He was a master at using coercive power by forcing people to bend to