FIEDLER’S CONTINGENCY MODEL OF LEADERSHIP

FIEDLER’S

CONTINGENCY MODEL

OF LEADERSHIPMEMBERS:

• BIRON D’SOUZA

• IMMACULATE JENNIFER

• LUKE THACHET

• RASHI SRIVASTAVA

• TILAK JEEVRAJ

WHAT IS LEADERSHIP?

The study of leadership in organizations is very crucial in the field of OB.An effective leader is capable of inspiring and motivating even the most inefficient employees to strive towards attaining the goals of the organization.“Failing organizations are usually over-managed and under-led” Warren G.Bennis

NATURE OF LEADERSHIP•LEADINGBuilds the commitments and enthusiasm needed for people to apply their talents fully to help accomplish plans.

•LEADERSHIPThe process of inspiring others to work hard to accomplish important tasks.

CONTINGENCY THEORY OF LEADERSHIP•According to the contingency theory a good manager-leader moves back and forth on a leadership style continuum as circumstances dictate.

•The choice of leadership style depends in each case on forces in the manager, the subordinates, and the situation itself.

FIEDLER’S CONTINGENCY MODEL The Fiedler contingency model is a leadership theory of

industrial and organizational psychology developed by Fred Fiedler.

Fiedler’s contingency model postulates that the leader’s effectiveness is based on ‘situational contingency’, that is a result of interaction of two factors, known as 'leadership style' and 'situational favorableness' (later called situational control).

Suggests that the key to leadership success is putting the styles to work in situations for which they are good fits.

The first step in applying Fiedler's theory is to understand one's predominate leadership style.

The second step is to diagnose the amount of situational control available to the leader.

The third step is to obtain a match between leadership style and the situation.

Contingency theory of leadership emphasizes that effectiveness of leadership is dependent on matching a leader’s style to right situation. This theory was originally developed by Fiedler after studying various leaders in different contexts, but predominantly military.

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 favourableness" (later called "situational control").

Fiedler believed that leadership style is fixed, and it can be measured using a scale he developed called Least-Preferred Co-Worker (LPC) Scale

Fiedle

r's

Conti

ngency

theory

- M

ore

Insi

ghts

Influences of Leadership

on Activities of subordinates First and most popular

situational theory About Fiedler Meaning of Contingency

Leadership is less flexible and consistent –

Opposite to Situational

leadership theory

Leaders

hip

Eff

ect

iveness

–

Two F

act

ors

Leadership Style Characteristics of the

environment

Leaders

hip

Sty

le

Interactions between a

leader and his subordinates Dominant trait Classification Relation oriented

Task oriented Index used for measurement - LPC

Least

Pre

ferr

ed

Co-w

ork

er

(LPC

)

STEPS: Think of all the people

he/she has worked with

Decribe one person who

is least preferred on a

series of bipolar scale Instrument – Questions

with bipolar scales (usually 16 questions)

Cla

ssifi

cati

on

base

d o

n t

he

resu

ltHigh LPC – Relation oriented

Low LPC – Task oriented

Inte

rpre

tati

on o

f th

e in

stru

ment Task

People

People

Task

LOW LPC

HIGH LPC

Rese

arc

h b

y Kennedy

Individuals with intermediate LPC scores can easily switch between the two traits

Sit

uati

onal

Favo

ura

ble

ness

3 Sub elements1.Leader – Member

relations2. Task Structure3.Position power