And have actually you considered that this natural style of management can be more suited to some situations than it is to others?

In this article, we"ll explore Fiedler"s Contingency Model, and we"ll look at how it can highlight the a lot of efficient leadership style to use in various instances.

You are watching: In situations of _____, according to fiedler, relationship-oriented leaders are more effective.


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Make sure your management style is a perfect match to your situation.


Note:

With this theory, we are not using the word "contingency" in the feeling of contingency planning . Here, a contingency is a instance or event that"s dependent – or contingent – on someone or somepoint else.


Understanding the Model

The Fiedler Contingency Model was developed in the mid-1960s by Fred Fiedler, a scientist that studied the personality and also qualities of leaders.

The model claims that tright here is no one finest style of leadership. Instead, a leader"s efficiency is based upon the situation. This is the result of two components – "leadership style" and also "situational favorableness" (later on dubbed "situational control"). We explore these 2 components in the following section, listed below.


Note:

At Mind Tools, we think that transformational leadership is the finest management style in a lot of cases, yet, we think that other management formats are occasionally crucial.

In our opinion, the Fiedler Contingency Model is unhelpful in many kind of 21st Century worklocations (see Criticisms of the Model, below). It may periodically be a valuable tool for analyzing a situation and determining whether or not to emphasis on work or relationships, however be cautious about using any type of style sindicate bereason the model says you should. Use your very own judgment once analyzing instances.


Leadership Style

Identifying leadership style is the first step in using the design. Fiedler believed that leadership style is solved, and also it can be measured utilizing a scale he developed dubbed Least-Preferred Co-Worker (LPC) Scale (see number 1).

The range asks you to think around the perkid that you"ve least enjoyed working via. This can be a perkid that you"ve operated through in your project, or in education or training.

You then rate how you feel about this perchild for each aspect, and also include up your scores. If your complete score is high, you"re likely to be a relationship-orientated leader. If your full score is low, you"re even more likely to be task-orientated leader.

Figure 1: Least-Preferred Co-Worker Scale
Unfriendly12345678Friendly
Unpleasant12345678Pleasant
Rejecting12345678Accepting
Tense12345678Relaxed
Cold12345678Warm
Boring12345678Interesting
Backbiting12345678Loyal
Uncooperative12345678Cooperative
Hostile12345678Supportive
Guarded12345678Open
Insincere12345678Sincere
Unkind12345678Kind
Inconsiderate12345678Considerate
Untrustworthy12345678Trustworthy
Gloomy12345678Cheerful
Quarrelsome12345678Harmonious

Tables from "A Theory of Leadership Effectiveness" by Professor F.E. Fiedler. © 1967. Recreated through permission from Professor F.E. Fiedler.

The model says that task-oriented leaders usually watch their LComputers even more negatively, leading to a reduced score. Fiedler referred to as these low LPC-leaders. He shelp that low LPCs are extremely effective at completing tasks. They"re quick to organize a team to gain tasks and also projects done. Relationship-structure is a low priority.

However, relationship-oriented leaders usually see their LComputers even more positively, giving them a higher score. These are high-LCOMPUTER leaders. High LPCs emphasis even more on personal connections, and they"re great at preventing and regulating problem. They"re much better able to make complicated decisions.

Situational Favorableness

Next off, you recognize the "situational favorableness" of your particular instance. This relies on 3 distinctive factors:

Leader-Member Relations – This is the level of trust and also confidence that your team has actually in you. A leader who is even more trusted and has even more influence within the group is in an extra favorable case than a leader that is not trusted.Task Structure – This describes the type of task you"re doing: clear and structured, or vague and also unstructured. Unstructured jobs, or tasks wright here the team and leader have actually bit understanding of how to attain them, are regarded unfavorably.Leader"s Position Power – This is the amount of power you have to straight the group, and carry out reward or punishment. The more power you have, the more favorable your situation. Fiedler identifies power as being either strong or weak.

Applying the Fiedler Contingency Model

Tip 1: Identify your leadership style

Think around the person that you"ve leastern delighted in functioning through, either now or in the previous.

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